Staying or leaving: A combined social identity and social exchange approach to predicting employee turnover intentions

Abstract

Purpose

The purpose of this paper is to combine social identity and social exchange theories into a model explaining turnover intentions.

Design/methodology/approach

Questionnaires measuring the constructs of organizational identification, perceived organizational support, emotional exhaustion, and turnover intentions were completed by 195 employees.

Findings

Results supported our hypotheses: social identification increased the perception of organizational support which in turn reduced emotional exhaustion which was finally related to turnover intentions. Furthermore, social identification moderated the relation between organizational support and turnover intentions.

Research limitations/implications

The study design was cross-sectional and data were collected using self-report with no assessment of objective data.

Practical implications

To reduce turnover, managers should focus on both support and employees’ identification with teams and organizations.

Originality/value

This study combines two theoretical perspectives into an integrative framework and simultaneous moderated-mediation was used to test the model.

Citation

Avanzi, L., Fraccaroli, F., Sarchielli, G., Ullrich, J. and van Dick, R. (2014), "Staying or leaving: A combined social identity and social exchange approach to predicting employee turnover intentions", International Journal of Productivity and Performance Management, Vol. 63 No. 3, pp. 272-289. https://doi.org/10.1108/IJPPM-02-2013-0028