Turnover intention
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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 commitment2. Employees who are satisfied with their jobs are less likely to consider leaving, whereas those with low job satisfaction are more prone to turnover intentions2 4.
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 hospitality1. These stressors can lead to negative psychological responses, which evolve into withdrawal cognitions and behaviors, eventually resulting in actual turnover8.
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 intention10. Effective human resource management (HRM) practices can mitigate these effects by providing better compensation plans, career growth opportunities, and supportive work environments5 10.
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 jobs6 9. 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 individualism3.
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 variables7. 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 strategies5 7.
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 retention1 2 10.
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.
Sources and full results
Most relevant research papers on this topic
Turnover intention in the hospitality industry: A meta-analysis
Work attitudes, job strains, role stressors/interrole conflicts, burnout, and coworker support significantly impact turnover intention in the hospitality industry.
Meta-Analysis
Highly CitedJob satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings.
Job satisfaction and organizational commitment both contribute to the prediction of turnover intention/cognitions, with satisfaction having a stronger influence, and intention/cognitions mediating nearly all of the attitudinal linkage to turnover.
Meta-AnalysisHighly CitedThe Turnover Intention–Behaviour Link: A Culture‐Moderated Meta‐Analysis
Countries with higher power distance, individualism, and lower masculinity have stronger turnover intention-behavior links than those with lower masculinity.
Meta-AnalysisA review and meta-analysis of research on the relationship between behavioral intentions and employee turnover.
Behavioral intentions have a weighted average correlation of 50 with employee turnover, more predictive than job satisfaction, work satisfaction, or organizational commitment.
Meta-AnalysisHighly CitedTurnover Intention and Turnover Behavior
Human resource management practices can affect turnover intention, but their impact on turnover behavior varies based on demographic factors, so caution is needed when extrapolating their impact.
Highly CitedExplaining Turnover Intention in State Government
Organizational loyalty and empowerment reduce turnover intention in state government, while voice is not a significant factor, supporting diversity policies.
Highly CitedDoes Turnover Intention Matter? Evaluating the Usefulness of Turnover Intention Rate as a Predictor of Actual Turnover Rate
Turnover intention and actual turnover are distinct concepts, and public managers should focus on unique demographic characteristics and management practices for better retention strategies.
Observational StudyHighly CitedA concept analysis of turnover intention: implications for nursing management.
Nurse turnover intention is a multi-stage process triggered by negative psychological responses to internal/external job context, and Nurse Managers should observe internal and external causes to prevent turnover.
Systematic ReviewHighly CitedEmployee turnover intentions
Older age, longer service, and job satisfaction are significant factors in employee turnover intentions among urban males.
Observational StudyIdentification and Analysis of Factors Influencing Turnover Intention of Pakistan IT Professionals: An Empirical Study
Better compensation plans, career growth, and management support can reduce turnover intention among Pakistani IT professionals.
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