Turnover Intention

Introduction

Turnover intention, the likelihood that an employee will voluntarily leave their job, is a critical area of study in organizational behavior and human resource management. Understanding the factors that influence turnover intention and its relationship to actual turnover behavior is essential for developing effective employee retention strategies.

Key Insights

Distinct Constructs of Turnover Intention and Actual Turnover:
- Turnover intention and actual turnover are influenced by different sets of factors, suggesting they are distinct constructs. Intentions are not always reliable predictors of actual turnover behavior .
Predictive Value of Turnover Intention:
- While turnover intention is often used as a proxy for actual turnover, its predictive value is moderate. Factors such as age, tenure, wage level, and perceived job improvement opportunities significantly impact actual turnover but not necessarily turnover intention .
Psychological and Contextual Triggers:
- Turnover intention is a multi-stage process triggered by negative psychological responses to job context, evolving into withdrawal cognitions and behaviors, which can lead to actual turnover .
Role of Job Satisfaction and Organizational Commitment:
- Job satisfaction and organizational commitment independently predict turnover intention. Satisfaction has a stronger influence on turnover intention than commitment, and these intentions mediate the relationship between work attitudes and actual turnover .
Cultural Moderation:
- The strength of the turnover intention-behavior link varies across cultures. Countries with higher power distance, higher individualism, and lower masculinity show stronger links between turnover intention and actual turnover behavior.
Impact of Demographic and Organizational Variables:
- Variables such as age, length of service, and job satisfaction components (intrinsic, extrinsic, hygienic, and social) significantly influence turnover intention. Older employees and those with longer service periods tend to have lower turnover intentions .

Conclusion

Turnover intention and actual turnover are distinct yet related constructs influenced by different factors. While turnover intention can provide some insights into potential turnover, it is not a definitive predictor of actual turnover behavior. Psychological responses to job context, job satisfaction, organizational commitment, and cultural factors play significant roles in shaping turnover intentions. Understanding these nuances can help organizations develop more targeted and effective retention strategies.

Summary

Not a yes or no question

Introduction

Key Insights

Conclusion

Sources and full results

Turnover Intention and Turnover Behavior

Employee turnover intentions

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Does Turnover Intention Matter? Evaluating the Usefulness of Turnover Intention Rate as a Predictor of Actual Turnover Rate

A review and meta-analysis of research on the relationship between behavioral intentions and employee turnover.

The Turnover Intention–Behaviour Link: A Culture‐Moderated Meta‐Analysis

Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta-analytic findings.

TURNOVER INTENTION: A LITERATURE REVIEW

Turnover intention and preparedness for change: exploring leader-member exchange and occupational self-efficacy as antecedents of two employability predictors

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