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A number of studies have identified a relationship between the positive psychological capital (PsyCap) of employees and desirable outcomes. Given current and projected shortages of truck drivers that could become the “Achilles heel” of the global supply chain, the purpose of this paper is to test whether and how drivers’ attitudes and PsyCap relates to their intentions to quit.

Using survey data from truckload drivers (n=251) from two major transportation firms, correlation, regression, and path analysis were conducted to assess the relationship between job satisfaction, organizational commitment, PsyCap, and intentions to quit.

Results of this study indicate strong positive relationships between PsyCap and job satisfaction and organizational commitment and a strong negative correlation with intentions to quit. Structural equation modeling suggests that job satisfaction and organizational commitment mediate the relationship between PsyCap and turnover intentions.

Managerial implications for recognizing, understanding, and developing PsyCap in the transportation industry are derived from this study. Specific training guidelines are provided.

The major contribution of this paper is that it provides, for the first time, empirical evidence that PsyCap can be utilized to improve retention rates for truckload drivers.

A significant amount of research has shown that drivers of employee attitudes, and behaviors leading to outcome variables such as turnover intentions, are strongly influenced by national culture. This study focuses on the difference in relationships among some critical variables between two emerging economies with similar cultural indices.

Survey questionnaire was used to collect responses from salespeople in two countries. Correlation analysis and structural equation modeling were used to provide support for the stated hypotheses.

Results indicate that Mexican and Indian salespeople differ in how their level of trust in supervisor, regulation of emotion, interpersonal conflict and felt stress related to drive turnover intention. Findings also confirm a strong positive relationship between felt stress and turnover intention.

This study is based on survey responses and should be interpreted with the associated limitations of method bias. The hypothesized model of relationships among constructs was based on theory and prior research, but researchers understand that there could be other statistically equivalent models with equal fit. Moreover, stress can result from numerous other combinations of variables in addition to those used in this model. The relationships among constructs as presented could also be due to the absence of other key variables. This study looked at turnover intentions from an employee perspective using responses made when economic conditions worldwide were robust. This is not the case today because of the global pandemic. Economic conditions wield substantial influence on employee responses as well as on turnover intentions. In addition, economic downturn lowers turnover potential and heightens stress level.

Findings confirm a strong positive relationship between felt stress and turnover intention. Efforts to keep stress within a productive range should be encouraged, because while the direct costs of turnover can be substantial, indirect costs may be even greater. For example, when salespeople leave an organization, the customer relationships they formed and developed may be at risk, exposing their companies to potential reduction in revenue. Sales organizations that pay inadequate attention to high turnover rate among their salespeople become susceptible to a phenomenon Dudley and Goodson (1988) identified as “low sales recruiting ceiling syndrome.”

Most of the current studies results from developing countries have been compared to those from developed countries where the theories and seminal research originated. The outcome of the authors' research lends yet another argument in favor of more comparative studies on East versus East or developing economies versus developing economies. Such effort could further delineate the applicability of “foreign” theories and inform the development of “local” theories for richer insight on local management practice. The current drive to inject diversity, equity and inclusion in the workplace should be reflected in the development of theory and the conduct of research. No one country or individual or group of individuals can claim ownership of theory development and standards for assessing theories originating elsewhere. Diversity, equity and inclusion have a place in academic research and should be encouraged. Second, the results obtained in this paper offer a cautionary note against over-generalization. Just as small details matter in life, likewise, small differences in variables that explain a phenomenon can make a big difference. Third, the findings confirm a strong positive relationship between felt stress and turnover intention. This is true for the two countries examined in this research.

This study seeks to understand why potential drivers of turnover intention might manifest differently in countries that have a similar cultural outlook. The current research leverages the contingency theory and zeroed in on turnover intention. In addition, two additional cultural dimensions (long-term orientation and uncertainty avoidance) were incorporated, and the model was tested using salespeople (rather than plant workers).

Truck drivers keep supply chains moving, but driver shortages and high turnover levels plague the industry. The purpose of this research is to examine the three dimensions of Maslach's job burnout model: exhaustion, cynicism and professional inefficacy, as it relates to role stressors and turnover intention. Logistics boundary spanners such as truck drivers appear to be especially susceptible to job burnout. Role theory and organizational support theory were used to develop hypotheses.

Individual level survey data were collected from 190 truck driver respondents (not owner operators) at two large truck stops. Data were analyzed using structural equation modeling.

Findings suggest that the relationship between role stressors and the dimensions of job burnout are not all the same. Role conflict significantly impacts exhaustion and cynicism. Role ambiguity significantly impacts cynicism and inefficacy. Results support a progression through burnout dimensions that begins with exhaustion and ends with inefficacy. Inefficacy was significantly related to intention to stay. Organizational support is a way to help drivers mitigate feelings of inefficacy.

Managers in trucking organizations can track burnout levels in their drivers using the Maslach Burnout Inventory with a specific focus on monitoring feelings of inefficacy, which may help lower turnover levels.

The findings support that the burnout dimension of inefficacy is the strongest indicator that a driver is considering leaving his current organization or the industry. This is contrary to other studies that have focused on the other two burnout dimensions.

The purpose of this viewpoint is to examine employee turnover intention to include how it manifests itself, aspects of the work environment or perceptions that tend to drive the behavior, and the turnover intentions that management has difficulty thwarting. We offer some suggestions for managers and supervisors to use to influence talented employees to remain on the job.

The approach was to review relevant empirical research and opinion articles for the period 2005 to the present that addressed the topic of turnover intention and to summarize findings that had particular relevance for practicing managers and supervisors.

Findings made clear that sound, proven management practices could have a substantial influence on retaining quality employees. The focal areas are: engaged employees who typically are high performers and who possess job satisfaction, and universal psychological needs. Proactively attending (for example: providing timely, frequent, feedback on performance) per these two domains can assist managers to retain employees.

There are many initiatives a manager or supervisor may take to assist employees to want to remain with an organization. Many of these initiatives have little to do with major policy issues, compensation, or other financial matters. Often, poor management practices are the drivers of turnover intention.

The value of this article is that it provides a practical view of the dynamics or turnover intention. And, grounded on empirical study of the concept, we provide some avenues for management to attend to in order to assist employees find satisfying work arrangements.

The purpose of this study is to use three foci of commitment (to the organization, to the colleagues, and to the superior) to improve employee retention in high turnover work environments.

In this study, survey questionnaires measuring affective commitment to the organization, the supervisor‐dispatcher and colleagues were administered to 294 truckers. The two‐step approach was used. While the first step involved a confirmatory factor analysis, the second step used structural equation modeling to test hypotheses.

Findings show that the model that best fits the data is the one in which both affective commitments to the dispatcher and to the colleagues affects the intention to leave the organization through affective commitment to the organization.

Existing research on trucker turnover has neglected to examine the role of psychological variables such as employee commitment. Using field theory premises, this research contributes to the literature on trucker turnover by demonstrating the relevance of using several foci of commitment to predict intention to leave the organization.

The purpose of this paper is to investigate the drivers of turnover intention in extra roles.

This mixed-methods study began with a qualitative analysis of interviews of US Marine Corps reservists, which identified drivers of turnover and suggested a predictive model and hypotheses, tested with a subsequent quantitative analysis.

The results show that relations, meaning, and role conflict predict embeddedness in the US Marine Corps Reserve (USMCR), which is negatively related to turnover intentions. The sub-dimensions of the three drivers are clarified.

The research contributes to understanding the antecedents of embeddedness and turnover in extra roles. It also highlights extra roles as a source of role conflict. This study was limited to the USMCR, one extra role. All participants in the qualitative phase of the study were male officers. Although the quantitative study included enlisted and officers, men were still more strongly represented. The results should be replicated across different types of extra roles and should include different job types and personal characteristics.

This study develops and tests a predictive model of embeddedness and turnover in the understudied context of salient extra roles. It clarifies antecedents of embeddedness in an extra role context and indicates that salient extra roles may be an additional source of role conflict in people’s lives.

With the steady increase in the number of female expatriates and multinational corporations’ (MNCs’) pressing need for global female talent, understanding the factors that attract and retain female expatriates is urgent. Drawing from the literatures on gender differences in (domestic) labor turnover and gender differences in social networks, the purpose of this paper is to investigate gender differences in expatriates’ turnover intentions.

The authors collected data via a questionnaire survey from an international sample of female (n=164) and male (n=1,509) expatriates who were on a company-sponsored international assignment at the time of completing the survey.

The findings show that female expatriates’ turnover intentions are mainly explained by satisfaction with company support. In contrast, male expatriates’ turnover intentions are explained by repatriation concerns and perceived gap between within- and outside-company career-advancement opportunities, in addition to satisfaction with company support. The authors did not find any gender differences in the levels of turnover intention per se.

Since males dominate the expatriate cadre of most companies, existing expatriate retention strategies are likely to be geared toward males. Companies that value and want to retain their female talent need to gain a better understanding of what matters to female expatriates in their decisions to stay or leave the company, and adjust their expatriation and repatriation management strategies accordingly.

The study is one of the first to empirically test the gender differences in expatriate turnover intentions. The authors propose two underlying mechanisms that explain gender differences in expatriate turnover intentions: social integration and career advancement. The findings point to an important new research frontier that focuses on gender differences in the underlying mechanisms of turnover intentions rather than in the level of turnover intentions.

This study aims to analyze how perceived organizational support (POS), perceived supervisor support (PSS) and perceived co-worker support (PCS) as components of social exchange at work influence turnover intention through affective commitment.

Perception of sales professionals working in life insurance companies, categorized as liquid knowledge workers, on the study variables was assessed through a questionnaire-based survey. Data on a sample of 212 such professionals across 11 companies were analyzed using structured equation modeling. Maximum likelihood estimate method was used to test the extent of model fit. Mediation has been confirmed through bootstrapping.

Results reveal a significant direct relationship between PSS and turnover intention. POS and PCS were found to have significant indirect effects on turnover intention, mediated by affective commitment.

Overall results prompt the authors to recommend that organizations in insurance business must invest resources in promoting organizational support and also adopt a supportive work culture in which social exchange can easily occur. Level of withdrawal intention among sales professionals can be lowered by establishing emotional bonding with them. Supervisors may also be provided adequate training in soft skills to support their subordinates.

This study has highlighted that support at workplace is a binding force between an employee and his/her organization, and thus it negatively affects his/her withdrawal intention directly or indirectly via affective commitment. This paper stands out in the multitude of existing research as especially the relation of PCS and turnover intention has been explored less. It also adds to the scarce literature available on turnover intention among liquid knowledge workers in Indian insurance sector.

The purpose of this study is to investigate the impact of employee perception of training on organizational commitment, and consequently, the impact of organizational commitment on turnover intention.

This study adopted a quantitative research design. Data were collected from 302 registered nurses working at Jordanian hospitals using an email survey questionnaire. Using statistical package for the social science analysis of regression to test the hypothesized model.

The results suggest a strong relationship between two variables: perceived availability of training and perceived supervisor support for training and organizational commitment. On the other hand, the perceived benefits of training is found to be negatively related to organizational commitment. The study also confirms a strong inverse association between organizational commitment and turnover intention.

Limitations and suggestions for future studies three as with all research, there are limitations to this work. First, only three employee perceptions of training are investigated in this study to include perceived availability of training, perceived supervisor support for training and perceived benefits of training. Given that employee perceptions of training include a number of factors, future research may consider other factors such as motivation to learn and co-worker support for training (Newman et al., 2011). Second, the study uses a quantitative approach. Future studies may conduct interviews to examine the relationship between the variables. Third, the data came from registered nurses working in hospitals in a single industry; to increase the generalizability of the findings, there is a need for future research in other industries in Jordan. Fourth, other attitudinal constructs in addition to organizational commitment may act as potential mediators in the relationship between employee perception of training and turnover intention. Future studies can include mediating variables such as job satisfaction (Poon, 2004) and trust in management (Whitener, 2001), which may better explain the hypothesized relationships. Finally, the findings cannot be generalized, as there is a possibility of bias because of differences in knowledge of and attitude to perceived training.

The findings of the present study have implications for theory and practice. At the theoretical level, the current study adds to the body of knowledge on commitment and turnover. Specifically, the current study provides evidence of a strong or weak relationship between employee perception of training, organizational commitment and turnover intention. The research findings verify the applicability of the social exchange theory (Blau, 1964) and the norm of reciprocity (Gouldner, 1960), and concurs with Fishbein and Ajzen’s (1967) model of beliefs, attitude and behavioral intentions in Jordanian hospitals. From the practical aspect, the study findings urge Jordanian hospitals to enhance employee perception of training and correlated development opportunities, so as to fulfill their employees’ needs and expectations in terms of organizational development. Hospitals may achieve this by providing effective and more comprehensive training programs and urging supervisors to motivate their subordinates to participate in these programs (Jehanzeb et al., 2013). This study results also confirm that perceived supervisor support is very significant to the maintenance of organizational commitment. Hospitals need to create an environment in which practicing training is highly motivated by supervisors. While supervisors are required to publicize the availability of training to the nursing workforce (Ha et al., 2014). Furthermore, the study findings reveal no evidence of a link between perceived benefits of training and organizational commitment. The premise behind this result is attributed to the fact that employees believe that the benefits obtained from participating in training activities are very limited (Kadiresan et al., 2015). So, supervisors are requested to raise their awareness of the benefits to be gained from participating in training programs. The role of supervisors here is very important, they should also unfreeze the old concerns of individuals through positive approach by communicating aggressively about the benefits of training. Moreover, hospitals need to focus more on promoting better relations between training and career development (Newman et al., 2011). Finally, the study results suggest that organizational commitment is negatively related to turnover intention. So, to increase organizational commitment, the hospitals’ management should first, design more effective in house training, as well as motivate their nursing workforce, and financially support external training programs that will foster the nurses’ skills and knowledge. Second, create a culture of commitment to reinforce the relationship with nursing workforce and encourage them to consider the hospital as a family to which they belong (Diab and Ajlouni, 2015). Finally, the work and environmental conditions must be improved through the provision of career development and promotion opportunities (Silva and Dias, 2016).

This study makes a significant theoretical contribution to the literature, as it addresses an essential and not so well researched issue in Jordan a developing Arab country in Middle East. The paper investigates the interaction between employee perceptions of training, organizational commitment and turnover intention of registered nurses in Jordanian Hospitals.

The purpose of this paper is to shed light on the antecedents of team turnover intentions in temporary organizations such as projects, programs, or temporary teams.

The authors systematically combine the findings from the literature on the antecedents of turnover intentions in permanent organizations (PO) with the characteristics of temporary organizations (TO) and develop a research model comprising personal factors, job-related factors, and organization-related factors.

A research model consisting of testable propositions that the authors derived from both specificities of TO and the antecedents of turnover intentions in PO.

The authors contribute to literature by identifying potential antecedents of turnover intentions that are specific to TOs and those that also exist in POs but are adapted to a temporary context. The research model allows future empirical research on turnover in TO to be conducted in a systematic way and supports the development of theory.