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This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions.

Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent.

Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions.

The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions.

The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.

This paper aims to integrate the perspectives of expatriation and repatriation not as two unrelated stages but rather as one integrated process.

A sample comprising 94 human resource (HR) representatives from large Taiwanese multinational corporations (MNCs) provided objective data on the organizational expatriate/repatriate practices.

The use of developmental assignments was positively related to organizational repatriate turnover, but such a positive relationship was significant only when MNCs used low levels of repatriation support practices. Organizational repatriate turnover was negatively related to employee willingness for expatriation and the use of developmental assignments increased employee willingness for expatriation. Organizational repatriate turnover was a competitive mediator between the use of developmental assignments and employee willingness for expatriation. Moreover, organizational repatriate turnover mediated the relationship when MNCs used low levels of repatriation support practices, but not when MNCs used high levels of repatriation support practices.

MNCs should ensure the use of development assignments is matched with high levels of repatriation support practices and treat expatriation and repatriation management as one integrated process.

As the world economy becomes more integrated, MNCs are increasingly challenged in their efforts to send employees abroad on expatriate assignments that are developmental by design, to reduce organizational repatriate turnover and to increase employee willingness for expatriation. However, there is a lack of understanding about how they are all linked.

The COVID-19 pandemic intensifies the high turnover rate in the restaurant industry. Applying the conservation of resources (COR) theory, this study aims to examine the factors influencing US restaurant frontline employees’ organizational and occupational turnover intention with an emphasis on the three-way interactions between job stress, fear of COVID-19 (FC) and resilience.

A sample of 243 US restaurant frontline employees participated in this study. PROCESS macro was used for hypothesis testing.

Organizational turnover intention fully mediated the relationship between job stress and restaurant employees’ occupational turnover intention. FC intensified the positive relationship between job stress and organizational turnover intentions. Job stress, FC and resilience interacted to affect restaurant frontline employees’ organizational turnover intention such that when resilience is high, FC strengthened the positive relationship between job stress and organizational turnover intention, and the indirect effect of job stress on occupational turnover intention via organizational turnover intention.

Restaurants should take measures to reduce frontline employees’ fear and continue implementing practices to alleviate job stress during a crisis to reduce employees’ turnover intentions. Training on building employee resilience could also be provided by restaurant operators.

This study added to the limited knowledge of factors that are associated with restaurant employees’ organizational and occupational turnover intentions in the context of a global crisis and expanded the current knowledge of how fear and resilience may impact restaurant employees’ behavioral intentions.

The purpose of this paper is to draw meaningful relationship between two foci of commitment (i.e. affective organizational and affective occupational) and two types of turnover intentions (i.e. organizational and occupational turnover intention).

Using random sampling approach, the authors collected data from both academic and support staff of a Dutch university. An online questionnaire was developed and sent through electronic mail to 752 of the total employees. A total of 153 employees responded; yielding approximately 21 percent response rate.

The results revealed that affective organizational commitment and affective occupational commitment were positively related to each other. Affective organizational commitment was negatively related to organizational turnover intention and this relationship was buffered by affective occupational commitment. Affective occupational commitment was negatively related both to occupational and organizational turnover intention. Last study hypothesis, however, could not gain support as affective organizational commitment did not moderate the affective occupational commitment-occupational turnover intention relationship.

Theoretical and practical implications of the study are discussed in the end.

The study poses some valuable contributions to the existing body of literature by exhibiting the role affective occupational commitment in the models of organizational turnover intention and that of affective organizational commitment in occupational turnover intention models which has been over looked so far.

The purpose of this paper is to propose an appropriate conceptual model for examining talent’s intention to quit, job satisfaction, job performance and organisational performance.

The proposed model is developed on the basis of the theoretical and logical arguments of constructs picked out from the prior literature. Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

The paper makes 16 propositions concerning significant relationships of these constructs with job satisfaction, job performance, organisational performance and turnover intention.

It concludes with an acknowledgement of the limitations, suggestions for future research and theoretical contributions.

Its framework is that of Bagozzi (1992), where factors such as job satisfaction, affective organisational commitment and turnover intention are seen as major concerns in the literature on talent management.

The purpose of this paper is to identify factors influencing retail managerial turnover.

The Organizational Model of Employee Persistence provided the theoretical framework for this longitudinal study. Responses to the Organizational Survey of Managerial Integration were obtained from 528 managers in three randomly‐selected retail organizations.

By identifying and facilitating organizational behaviors that lead to a more integrative work climate, retail organizations might reduce costs associated with turnover. Managers' perceptions of integration (connectedness or engagement with the organization) based on their organizational experiences and relationships significantly explained turnover.

The 54 specific items that comprise the construct, integration, can be used as baseline data. Other implications for research include further critique of the model and testing both within the USA and internationally; re‐examination of the factor structure of the instrument; adaptation to non‐managerial populations and to non‐retail settings; and structural equations modeling to determine directionality of the variables.

Organizations might pay closer attention to the career development needs of their managers through formal and informal opportunities for career development. In addition, organizations might address issues associated with worklife balance.

This study introduces a new model of employee turnover and the concept of integration to the turnover literature. The findings underscore the importance of management development in creating and sustaining an organizational climate conducive to retaining managerial employees.

This study has three objectives: to examine the impact of organizational justice on work outcomes in the United Arab Emirates (UAE), to test the mediating impact of job satisfaction and organizational commitment on the justice‐turnover intention relationship, and to test distributive justice as a mediator of the relationship between procedural justice and work outcomes.

Data were collected from 350 employees working in five large organizations operating in Dubai. A structured questionnaire containing standard scales of distributive and procedural justice, job satisfaction, organizational commitment, turnover intentions, and some demographic variables was used. After testing the scales' reliability and validity, the proposed linear relationships were tested using a series of separate hierarchical regression analyses. Proposed mediation hypotheses were tested using Baron and Kenny's recommendations.

Consistent with Western studies, the study revealed that procedural justice was more strongly related to organizational commitment than distributive justice. Contrary to Western literature, the study showed that procedural justice was more strongly related to job satisfaction than distributive justice. Moreover, job satisfaction was found to play a partial role in mediating the influence of organizational justice on organizational commitment and turnover intention. Also, organizational commitment was found to fully mediate the relationship between procedural justice and turnover intention. However, it partially mediated the relationship between distributive justice and turnover intentions. Finally, distributive justice was found to mediate some of the relationships between procedural justice and work outcomes.

The study has implications for enhancing work outcomes. In general, enhancing organizational justice can result in a higher level of employee outcomes. Also, managers should improve staff job satisfaction and organizational commitment in order to enhance the impact of both distributive and procedural justice on reducing turnover intention. In addition, UAE managers should provide sufficient distributive justice in order to improve the impact of procedural justice on the work outcomes of job satisfaction, organizational commitment, and turnover intention.

The study is considered the first to examine the mediating role of job satisfaction and organizational commitment in the relationship between organizational justice and turnover intention in the Middle East. Also, the study is the first to test the role of distributive justice as a mediator for the procedural justice‐work outcomes relationship in a non‐Western context.

The purpose of this paper is to apply social exchange theory to predict the effects of procedural and interpersonal justice on turnover intentions. Specifically, it is predicted that organizational commitment mediates the effects of procedural justice on turnover intentions and that supervisory commitment mediates the effect of interpersonal justice on turnover intentions.

Surveys were administered to 212 call center employees to measure the effects of procedural justice, interpersonal justice, organizational commitment, supervisory commitment and turnover intentions. Mediation effects were tested using Baron and Kenny's methodology.

Support was found for a partial mediation effect of organizational commitment on the effect of procedural justice on turnover intentions; and for a full mediation effect of supervisory commitment on the effect of interpersonal justice on turnover intentions.

Reduction of turnover is a major problem for the call center industry, as considerable resources are spent training new employees. This research suggests that turnover intentions can be reduced by addressing problems with organizational procedures and with the treatment of employees by supervisors.

The findings of this study replicate the mediation effects of organizational commitment on the effect of procedural justice on turnover intentions in call centers. In addition, this is the first study of its kind to show the mediation effects of supervisory commitment on the effect of interpersonal justice on turnover intentions.

The purpose of this study is to extend the pay communication literature by examining the relationship between pay secrecy and turnover intentions with the inclusion of mediators. This study further analyzes the influence pay secrecy and organizational trust have on three key employee attitudinal variables that are directly related to turnover intentions.

The data were collected from participants that were recruited using Mechanical Turk, yielding a sample size of 496. Structural equation modeling (SEM) was used to analyze the hypotheses.

Findings demonstrate pay secrecy positively influences turnover intentions. This relationship is double-mediated by organizational trust with organizational cynicism, organizational disidentification, and job embeddedness. All hypotheses were supported.

This research shows that pay secrecy has negative effects on employee attitudes and behaviors. Based on the findings of this study, organizations should take steps toward pay openness to avoid employees becoming distrustful and more cynical of the organization, boost feelings of being embedded, and deter organizational disidentification.

This study contributes to the pay communication literature by further explaining the pay secrecy–turnover intentions relationship with the inclusion of mediators that have shown mixed results or have not been previously analyzed to the researchers' knowledge. Specifically, organizational trust, organizational cynicism, organizational disidentification, and job embeddedness were examined as mediators. Previous research has shown mixed results for the influence pay secrecy has on organizational trust, with some studies demonstrating pay secrecy to have a positive effect and others a negative effect. This study demonstrates support for pay secrecy's negative relationship with organizational trust.

This study aims to investigate the relationship between talent management, organizational commitment and turnover intention. The moderating role of gender and experience in relationships was explored.

A conceptual model was developed, and relationships were studied by collecting data from 392 faculty members working in higher educational institutions (HEIs) in southern India. After checking the instrument’s psychometric properties using the LISREL package of structural equation modeling, data were analyzed using Hayes’s PROCESS macros.

The results revealed that talent recruitment strategies positively predict organizational commitment and negatively predict turnover intention; organizational commitment mediates the relationship between talent management and turnover intention. Further, the results documented that experience (first moderator) and gender of faculty members (second moderator) influenced the relationship between talent management and organizational commitment and organizational commitment and turnover intention.

The outcomes of this research are helpful for the administrators of HEIs to strategize to attract and retain talented faculty to maintain sustained competitive advantage. This research also helps to understand gender differences that exist in talent management and retention and organizational commitment in HEIs.

The three-way interactions between talent management, gender and experience in influencing organizational commitment and turnover intentions is a novel idea that contributes to the talent management literature – the relationship between talent recruitment strategies and talent engagement. The implications for talent management theory and practice are discussed.