A Review on Employees’ Voluntary Turnover from the Psychological Perspective
DOI:
https://doi.org/10.61841/h3xy6q87Keywords:
Psychological Capital, Job Satisfaction, Person-organization Fit, Turnover IntentionAbstract
High voluntary turnover rate has become the focus of most employers and scholars in related fields. Although employers have attempted to use a variety of retention strategies to retain qualified and skillful employees, the turnover rate remains high in the vast majority of industries around the world. Past research was mostly concerned with employees’ external demands such as salaries, fringe benefits, and work conditions, and less focus has been given on the importance of employees’ internal needs based on the psychological capital. Therefore, there is a need to perform a study on the turnover from this perspective, as it is crucial not only to retain the individual but also to ensure their satisfaction is fulfilled by their organizations. This paper provides a review of the literature that specifically addresses the perspectives of individual psychology and simultaneously explains the relationship between the two psychological factors and the turnover intention with the mediating effect of job satisfaction. The arguments are presented to emphasize the need to carry out this study.
Downloads
References
[1] Abdus Salam, M. (2017). Effects of Psychological Capital on Job Satisfaction and Turnover Intention: Thai
Higher Education Perspective. Journal of Asia Pacific Studies, 4(3), 203-218.
[2] Alniaçik, E., Alniaçik, Ü., Erat, S., & Akçin, K. (2013). Does Person-organization Fit Moderate the Effects
of Affective Commitment and Job Satisfaction on Turnover Intentions? Procedia - Social and Behavioral
Sciences, 99, 274.
[3] Avey, J. B., Luthans, F., & Youssef, C. M. (2008). The Additive Value of Positive Psychological Capital in
Predicting Work Attitudes and Behaviors. Journal of Management, 36(2), 430-452.
[4] Bandura, A. (2012). On the Functional Properties of Perceived Self-Efficacy Revisited. Journal of
Management, 38(1), 9-44.
[5] Çelik, D. A., Yeloğlu, H. O., & Yıldırım, O. B. (2016). The Moderating Role of Self-Efficacy on the
Perceptions of Justice and Turnover Intentions. Procedia - Social and Behavioral Sciences, 235(October),
392–402.
[6] Chang, H. T., Chi, N. W., & Chuang, A. (2010). Exploring the Moderating Roles of Perceived Person-Job
Fit and Person-Organisation Fit on the Relationship between Training Investment and Knowledge Workers’
Turnover Intentions. Applied Psychology, 59(4), 566–593.
[7] Ghiselli, R. F., La Lopa, J. M., & Bai, B. (2001). Job satisfaction, life satisfaction, and turnover intent:
Among food-service managers. Cornell Hotel and Restaurant Administration Quarterly, 42(2), 28-37.
[8] Hobfoll, S. E. (2002). Social and psychological resources and adaptation. Review of General Psychology, 6,
307–324.
[9] Hoffman, B. J., & Woehr, D. J. (2006). A quantitative review of the relationship between person-organization fit and behavioral outcomes. Journal of Vocational Behavior, 68(3), 389–399.
[10] Jang, J., & George, R. T. (2012). Understanding the influence of polychronicity on job satisfaction and
Turnover intention: A study of non-supervisory hotel employees. International Journal of Hospitality
Management, 31(2), 588–595.
[11] Karatepe, O. M., Uludag, O., Menevis, I., Hadzimehmedagic, L., & Baddar, L. (2006). The effects of
selected individual characteristics on frontline employee performance and job satisfaction. Tourism
Management, 27(4), 547–560.
[12] Kiazad, K., Seibert, S. E., & Kraimer, M. L. (2014). Psychological contract breach and employee
Innovation: A conservation of resources perspective. Journal of Occupational and Organizational
Psychology, 87(3), 535-556.
[13] Kim, T. Y., Aryee, S., Loi, R., & Kim, S. P. (2013). Person-organization fit and employee outcomes: Test of
a social exchange model. International Journal of Human Resource Management, 24(19), 3719–3737.
[14] Kristof-Brown, A., Barrick, M. R., & Stevens, C. K. (2005). When opposites attract: A multi-sample
demonstration of complementary person-team fit on extraversion. Journal of Personality, 73(4), 935–957.
[15] Luthans, F. (2002). Positive organizational behavior: Developing and managing psychological strengths.
Academy of Management Executive, 16(1), 57-72.
[16] Luthans, F., Youssef, & Carolyn, M. (2004). Human, social, and now positive psychological capital
Management: Investing in people for competitive advantage. Organizational Dynamics, 33(2), 143-160.
[17] Luthans, F., Youssef, C. M., & Avolio, B. J. (2007). Psychological Capital. Oxford, United Kingdom:
Oxford University Press.
[18] Terason, S. (2018). Managerial Turnover Intention as a Result of Leadership Behavior, Job Satisfaction and
Organizational Commitment: Evidence from Cross-National Fitness Enterprises in Thailand. Academy of
Strategic Management Journal, 17(1), 1-12.
[19] Westerman, J. W., & Cyr, L. A. (2004). An integrative analysis of person–organization fit theories.
International Journal of Selection and Assessment, 12(3), 252-261.
[20] Wheeler, A. R., Halbesleben, J. R., & Shanine, K. (2013). Exploring the middle range of person-environment fit theories through a conservation of resources perspective. Organizational fit: Key issues and
new directions, 170-194.
[21] Zopiatis, A., Constanti, P., & Theocharous, A. L. (2014). Job involvement, commitment, satisfaction and
turnover: Evidence from hotel employees in Cyprus. Tourism Management, 41, 129–140.
Downloads
Published
Issue
Section
License
Copyright (c) 2020 AUTHOR
This work is licensed under a Creative Commons Attribution 4.0 International License.
You are free to:
- Share — copy and redistribute the material in any medium or format for any purpose, even commercially.
- Adapt — remix, transform, and build upon the material for any purpose, even commercially.
- The licensor cannot revoke these freedoms as long as you follow the license terms.
Under the following terms:
- Attribution — You must give appropriate credit , provide a link to the license, and indicate if changes were made . You may do so in any reasonable manner, but not in any way that suggests the licensor endorses you or your use.
- No additional restrictions — You may not apply legal terms or technological measures that legally restrict others from doing anything the license permits.
Notices:
You do not have to comply with the license for elements of the material in the public domain or where your use is permitted by an applicable exception or limitation .
No warranties are given. The license may not give you all of the permissions necessary for your intended use. For example, other rights such as publicity, privacy, or moral rights may limit how you use the material.
