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Intraorganizational career advancement and voluntary turnover in a multinational bank in Taiwan

Wei Zhao (Department of Sociology, University of North Carolina‐Charlotte, Charlotte, North Carolina, USA)
Xueguang Zhou (Department of Sociology, Stanford University, Stanford, California, USA)

Career Development International

ISSN: 1362-0436

Article publication date: 1 August 2008

Abstract

Purpose

This study aims to investigate how various aspects of intraorganizational career advancement – current career attainments, recent pace of upward mobility, and future prospect of career advancement – affect voluntary turnover, drawing empirical evidence from a multinational corporation (MNC) in Taiwan's cultural and labor market environment.

Design/methodology/approach

The empirical study was based on statistical analyses of personnel records of 303 employees in a multinational bank in Taiwan. A discrete‐time logistic model was used to analyse voluntary turnover events.

Findings

Results showed that salary increase and job status generally reduced voluntary turnover. A ceiling position on the job ladder induced turnover and also moderated the relationship between corporate title duration and turnover and that between age and turnover.

Research limitations/implications

Because the empirical evidence was based on data collected from one MNC in Taiwan's distinct research context, this may limit the generalizability of some findings in the study.

Originality/value

Whereas much of the literature on turnover has focused on psychological models, this study adopts an objective career perspective and highlights the significance of intraorganizational career advancement in affecting voluntary turnover. It also deepens one's understanding of career development and choices in a Chinese cultural environment.

Keywords

Citation

Zhao, W. and Zhou, X. (2008), "Intraorganizational career advancement and voluntary turnover in a multinational bank in Taiwan", Career Development International, Vol. 13 No. 5, pp. 402-424. https://doi.org/10.1108/13620430810891446

Publisher

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Emerald Group Publishing Limited

Copyright © 2008, Emerald Group Publishing Limited