Turnover intention

Pro Research Analysisby

Searched over 200M research papers for "turnover intention"

Analyzed relevant papers

Consensus Meter

Yes

Possibly

Understanding Turnover Intention: Key Factors and Implications

Introduction to Turnover Intention

Turnover intention refers to an employee's self-stated likelihood of leaving their current job. It is a critical metric for organizations as it often precedes actual turnover, which can be costly and disruptive. This article synthesizes findings from multiple studies to highlight the primary factors influencing turnover intention and its implications across various industries.

Key Factors Influencing Turnover Intention

Work Attitudes and Job Satisfaction

Work attitudes, including job satisfaction and organizational commitment, are significant predictors of turnover intention. Studies show that job satisfaction has a stronger influence on turnover intention than organizational commitment. Employees who are satisfied with their jobs are less likely to consider leaving, whereas those with low job satisfaction are more prone to turnover intentions .

Job Strains and Role Stressors

Job strains and role stressors, such as burnout and interrole conflicts, have been identified as major contributors to turnover intention, particularly in high-stress industries like hospitality. These stressors can lead to negative psychological responses, which evolve into withdrawal cognitions and behaviors, eventually resulting in actual turnover.

Organizational Support and Management Practices

The level of support from coworkers and management significantly impacts turnover intention. In the IT industry, for example, lack of management support and poor relationships with supervisors are key factors driving turnover intention. Effective human resource management (HRM) practices can mitigate these effects by providing better compensation plans, career growth opportunities, and supportive work environments .

Demographic and Cultural Factors

Demographic factors such as age, experience, and gender also play a role in turnover intention. Older employees and those with longer tenure are generally less likely to intend to leave their jobs . Additionally, cultural dimensions, such as power distance and individualism, can moderate the relationship between turnover intention and actual turnover behavior, with stronger links observed in cultures with higher power distance and individualism.

Turnover Intention vs. Actual Turnover

While turnover intention is a useful predictor of actual turnover, it is not always a direct proxy. Studies indicate that turnover intention and actual turnover are distinct concepts influenced by different sets of variables. For instance, demographic factors may affect turnover intention differently than they affect actual turnover behavior, suggesting that organizations should consider both metrics when developing retention strategies .

Implications for Management

Understanding the factors influencing turnover intention can help managers develop targeted strategies to retain employees. For example, improving job satisfaction through better work conditions and addressing job strains can reduce turnover intention. Additionally, fostering a supportive organizational culture and implementing effective HRM practices can further enhance employee retention .

Conclusion

Turnover intention is a multifaceted issue influenced by work attitudes, job strains, organizational support, and demographic factors. By addressing these factors, organizations can better predict and manage employee turnover, ultimately leading to a more stable and productive workforce.