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The purpose of this paper is to identify the factors that may reduce teachers' intent to leave. The paper examines differences between Israeli male and female teachers in their perceived organizational justice, perceived organizational commitment, and intent to leave work.

Participants are 1,016 school teachers from 35 high schools in Israel. Series of mixed‐model regression analyses are used to test for mediated relationships.

Multilevel analysis reveals that among female teachers, organizational commitment (affective and normative) fully mediated the relationship between intent to leave and distributive justice (fairness regarding employee outcomes), whereas among male teachers this relationship is only partially mediated. The negative relationship between intent to leave and procedural justice (fairness regarding procedures) is higher among females than among males.

Although some precautions are used, the self‐reported measures may likely reflect same‐source bias, calling for further safeguards in future studies.

Schools should become aware of differences between male and female teachers' perceptions and should build an equitable school climate that considers fair rewards, opportunities, and programs to increase teachers' commitment and reduce their intent to leave.

This paper sheds light on the possible reasons for male and female teachers' turnover intentions through examining teachers' justice perceptions and their work commitment.

The purpose of this paper is to test whether a four‐dimensional model of occupational commitment could help to help explain intent to leave one's occupation.

A total of 2,032 massage therapists and bodywork practitioners completed an on‐line survey measuring occupational commitment, intent to leave occupation, job satisfaction, job perception, and personal variables. Hierarchical regression analysis was used to test the study hypotheses.

Controlling for personal and then job‐related variables, general job satisfaction was a significant negative correlate of intent to leave the occupation beyond these variables. Controlling for personal, job‐related and job satisfaction, three of the four occupational commitment dimensions, affective, accumulated costs, and limited alternatives, were each significant negative correlates of intent to leave. Normative commitment was not a significant correlate. After controlling for lower‐order interactions, a four‐way interaction of the occupational commitment dimensions explained significant additional variance in intent to leave. Separate “high” (versus “low”) cumulative commitment subgroups were created by selecting respondents who were equal to or above (versus below) the median on each of the four occupational commitment dimensions. An independent samples t‐test indicated that low cumulative commitment massage therapists and bodywork practitioners were more likely to intend to leave than high cumulative commitment practitioners.

Despite the cross‐sectional, self‐report research design, the results suggest that a four‐dimensional model of occupational commitment is useful for understanding intent to leave occupation. Given the costs and difficulties associated with changing occupations, follow‐up research using other samples and additional noted research design variables is needed.

The results and recommendations in the paper will be of interest to those involved in the field of human resources.

The purpose of the study was to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization.

A quantitative non-experimental design was used to examine the relationship between perceived leadership styles and telecommuter intent to leave an organization. In all, three leadership styles were examined: transactional, transformational, and laissez-faire. Telecommuters responded to a single online survey combining two validated survey instruments, the MLQ 5X Rater Form and the Staying or Leaving Index. Respondents were instructed to consider their current manager when responding to the survey.

Linear regression results indicated a significant relationship between perceived transformational and telecommuter intent to leave an organization (F(1, 111)=34.36, p<0.001) suggesting the more a leader demonstrates a transformational leadership style, the more a telecommuter wants to leave the organization. Results indicated a significant negative relationship between perceived laissez-faire leadership style and intent to leave an organization (F(1, 111)=20.01, p<0.001) suggesting the more a leader demonstrates a laissez-faire leadership style, the less a telecommuter wants to leave the organization. No relationship existed between perceived transactional leadership style and telecommuter intent to leave an organization.

The data collected represents perception of leadership behavior vs actual leadership style. Further research should gather both perceived and actual leadership behavior. Research encompassing perceived and actual behaviors would allow for an assessment of the degree of convergence and assist in judging the accuracy of perceptual data.

A relationship was found to exist between perceived transformational leadership style and telecommuter intent to leave an organization. A significant negative relationship was found to exist between perceived laissez-faire leadership style and telecommuter intent to leave an organization. No relationship was found to exist between perceived transactional leadership style and telecommuter intent to leave an organization. The findings were unexpected for all three leadership styles.

Extending the study to gather actual leadership behavior instead of perceived behavior, expanding the populations to include greater diversity, and conducting the study as a longitudinal study to capture leadership over time are recommended for future research. Organizational leaders may wish to use the results of the study to aid their understanding of which leadership styles affect telecommuter intent to leave an organization.

The purpose of this paper is to address and gain a more complete understanding of the effects on relationships between perceived team support (PTS), team commitment and intent to leave the team.

Team commitment was examined as a mediator between perceived team support and intent to leave the team. To reach this objective, a survey on French white‐collar employee (n=355) was conducted. The procedure of Baron and Kenny was selected for the mediation test.

The study provides several interesting data. First, data reveal two dimensions for PTS. The first one is labelled PTS toward work, the second one is labelled PTS toward well‐being. Second, while team commitment mediates the relationship between PTS toward work and intent to leave the team, team commitment does not mediate PTS toward well‐being and the intent to leave the team.

The findings extend the understanding of how perceived team support and team commitment are related to intent to leave the team. It was found that team commitment plays a mediating role between perceived team support and intent to leave the team. Because to date, no research has examined the mediating role of team commitment on the relationship between PTS and intent to leave the team, the study provides interesting findings.

The purpose of this paper is to test an innovative model for exploring the direct and indirect relationships between principals’ cognitive complexity (CC), schools’ absorptive capacity (ACAP), a teacher’s affective commitment and a teacher’s intent to leave.

Data were collected from a survey of 1,664 teachers at 107 Arab elementary schools, randomly selected from the database of the Israeli educational system. To test the proposed model, multilevel structural equation modeling was conducted.

The analysis confirmed that schools’ ACAP and a teacher’s affective commitment are prominent mediators between principals’ CC and a teacher’s intent to leave.

Understanding the factors that contribute to a teacher’s intent to leave could help school principals and policy makers retain effective teachers in today’s schools.

This study adds to the body of research directed at identifying school principals’ characteristics, as well as work-related factors, which may decrease a teacher’s intent to leave and are amenable to leadership intervention.

A very limited number of studies have explored factors related to emergency medical services (EMS) workers leaving their jobs and the profession. This paper aims to investigate the correlates of intent to leave EMS jobs and the profession and compared two types of workers: emergency medical technicians (EMTs) and paramedics.

A national sample of 308 EMTs and 625 paramedics responded to a cross‐sectional survey. Independent variables were personal, job related, and work attitudes (job satisfaction). Outcomes were intent to leave job and profession. Analytic methods included factor analysis, t‐tests, correlation, and hierarchical regression.

Factor analysis identified a five‐item intrinsic job satisfaction measure and a four‐item extrinsic job satisfaction measure across both samples. Contrary to what hypothesis one predicted, paramedics had lower extrinsic job satisfaction than EMTs. There was no difference between these two groups on intrinsic job satisfaction. Consistent with the second hypothesis, after controlling for personal and job‐related perceptions, extrinsic job satisfaction was negatively related to intent to leave job and profession for both EMTs and paramedics. However, intrinsic job satisfaction was negatively related only to intent to leave the profession for paramedics.

Future research efforts might utilize stronger measures and incorporate longitudinal methodologies to further explore the career intention of EMS workers and similar occupational groups.

This paper examines job satisfaction and job and career intentions in a rarely studied occupation that provides critical prehospital emergency care to the population.

This study examines the effects of a firm’s corporate social responsibility (CSR) initiative on its employees’ organizational attachment and intent to leave. We propose that employees’ perceived authenticity of their firm’s CSR activity mediates the effects of a firm’s CSR initiative on employees’ attachment to the firm and intent to leave. We also hypothesize that employees understand the authenticity of their firm’s CSR initiative based on internal and external attribution mechanisms. We propose that internal attribution enhances authenticity, while external attribution reduces it.

We surveyed a sample of 450 employees from 38 Korean companies that were included in the 2009 Dow Jones Sustainability Index Korea (DJSI Korea). To test the theoretical model, we employed a linear structural equation modeling which allows the causal estimation of theoretical constructs after taking into account their measurement errors.

As predicted, internal attribution significantly increases employees’ perceptions of their firm’s CSR authenticity, whereas external attribution significantly reduces such perceptions. Employees’ perceptions of authenticity, in turn, increase their affective attachment and decrease their intent to leave. In addition, the effects of the two attribution mechanisms on organizational attachment and intent to leave were mediated by employees’ perceptions on authenticity.

Research on authenticity has been case studies or narrative ones. This is one of the first studies investigating the role of authentic management empirically.

We demonstrate that a firm’s CSR initiative is a double-edged sword. When employees perceive inauthenticity of their firm’s CSR initiative, the CSR initiative could be detrimental to employees’ attachment to the firm. This study calls attention to the importance of authentic management of CSR.

Informational transparency through social network services become the foundational reality to the contemporary management. To maintain competitive edge in this changing world, every stakeholder of a firm including managers, employees, customers, shareholders, government, and communities should collaborate and help each other live the principle of authenticity.

This study seeks to address the challenge of repatriate turnover by focusing on how effective repatriation adjustment, job satisfaction, and organizational commitment are at predicting the Taiwanese repatriates' intentions to leave their organization. By building on the cross‐cultural adjustment and turnover theories and researches, this study expands these recent findings to Taiwanese repatriates.

Multiple regression was used to predict intent to leave and explain the impact of the three predictors on intent to leave. Correlation was used to compare the relationship of study variables.

The results of multiple regression indicated that repatriation adjustment was the strongest predictor of intent to leave followed by organizational commitment. The combination of the three variables can predict approximately 58 percent of the variance of intent to leave. Overall interrelations among the independent variables showed a positive strong relationship and negatively related to intent to leave the organization.

The results provide empirical evidence that repatriation adjustment, job satisfaction, and organizational commitment are negatively related to intent to leave the organization. Furthermore, the conceptual framework of this study can be a guide to future research in repatriates' turnover intention.

The results of this study may help multinational organizations in Taiwan to enhance the international assignment process of their employees and keep valuable human capital within the organization.

The article aims to investigate the relationships between different dimensions of organizational ethics and different withdrawal symptoms – lateness, absence, and intent to leave work.

Participants were 1,016 school teachers from 35 high schools in Israel. A joint model of Glimmix procedure of SAS was used for this analysis, which simultaneously measures lateness using the negative binomial distribution, absence using the Poisson distribution, and intent to leave using the normal distribution.

Findings indicate that the different dimensions of organizational ethics were related to one another. Formal climate and distributive justice were found to be negatively related to lateness, while a caring climate was found to be negatively related to absence frequency, and procedural justice was found to be negatively related to intent to leave. The results indicate certain differences between ethical predictors, which may arise from extrinsic motivation factors and those that may arise from intrinsic motivation factors. As regards socio‐demographic predictors, women teachers exhibit more absence and less intent to leave than men. Teachers with high seniority at their school prefer to respond with absence and a reduced intent to leave, and as the teacher's age rises, the lower are lateness and absence frequency.

School leadership should develop an integrative approach which includes ethics and socio‐demographic factors in order to reduce teachers' withdrawal behaviors. Such an approach may be achieved through training programs, developing clear rules, incentives and delegation of power.

The results offer an integrative framework by simultaneously considering various aspects of ethics, withdrawal behaviors, and socio‐demographic predictors.

The study aims to test an innovative model that explores the direct and indirect relationships between principals' innovative behavior, climate of organizational learning and a teacher's intent to leave his or her school and take a voluntary absence.

Data were collected from a survey of 1,529 teachers from 107 Arab elementary schools randomly selected from the database of the Israeli educational system. To test the proposed multilevel model, we conducted multilevel structural equation modeling (ML-SEM).

The analysis confirmed that organizational learning climate is a prominent mediator between principals' innovative behavior and a teacher's intent to leave and his/her voluntary absence.

This research advances our understanding of leaders' innovative construct in an educational context and adds to the body of research directed at identifying administrative support and work-related factors that may negatively relate to a teacher's absenteeism or intent to leave and are amenable to leadership intervention.