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Building on Lambert’s (2001) work on turnover intent in law enforcement, this study examines how organizational characteristics and job attitudes along with job satisfaction, and organizational commitment affect turnover intent among Taiwanese police officers.

Data were collected from the New Taipei City Police Department (NTCPD) in the summer of 2012 via stratified random sampling (N = 1,035). Structural equation modeling was employed to examine factors affecting turnover intent.

Job satisfaction and organizational commitment reduced the risk of turnover, while job stressors and training effectiveness directly increased the risk. Worthy of note, officers with a Central Police University degree and who were married had a lower risk of turnover.

This study applies Lambert’s (2001) turnover intent model in law enforcement agencies developed in the West to a non-western policing setting. The use of SEM assures the robustness of the findings. Some noteworthy contrasts in findings from Western and non-Western settings are presented.

The purpose of this paper is to examine the relationships between attachment styles, mentoring (psychosocial support and career support), organizational commitment, and turnover intent of protégés in formal faculty mentoring.

An internet survey was conducted with a population of 125 protégés in a formal faculty mentoring program at a US university.

Results from linear regression analyses revealed that protégés’ secure attachment was positively and significantly related with their organizational commitment and was negatively and significantly related to intent to turnover. Additional linear regression analyses revealed that psychosocial support and career support were positively and significantly related with protégé organizational commitment and were negatively and significantly related to intent to turnover. Hierarchical regression showed that secure attachment alone was a unique predictor of protégés’ organizational commitment and intent to turnover. Further, attachment and career support interacted to predict both organizational commitment and intent to turnover.

Although psychosocial support and career support in mentoring influence organizational commitment and turnover intent, protégés who are securely attached experience more support. Furthermore, career support the positive association between secure attachment and organizational commitment and the negative association between secure attachment and turnover intent.

Little research has specifically addressed attachment and its links to mentoring and organizational outcomes such as organizational commitment and turnover intent in the context of faculty mentoring. Therefore, the study contributes to the understanding of how attachment and mentoring influence organizational commitment and turnover intent in academe.

This paper aims to investigate the impact of task interdependence and leader–member exchange, as social exchange variables, on affective commitment and turnover intent of new workers in an industry with high attrition rates. In addition, the paper examines the mediating effects of affective commitment.

The present study drew insights from the literature to formulate hypotheses that link the two social exchange variables on affective commitment and turnover intent. Through the utilization of the data collected from 441 call center agents working for eight call centers in the Philippines, the hypotheses were tested and analyzed using structural equation modeling.

The results reveal that task interdependence and leader–member exchange are positive antecedents of affective commitment and negative predictors of turnover intent. Further analysis reveals that affective commitment fully mediates the effects of the two social exchange variables on turnover intent.

The results imply that call centers can help improve new workers' affective commitment and reduce their turnover intent through job designs that can facilitate high task interdependence. Furthermore, training team leaders or supervisors to develop leadership styles that are more focused on people and relationships may also increase the agents' commitment and reduce their quit intention.

This paper is the first to demonstrate that social exchange variables can also impact the affective commitment and turnover intent of new workers in an industry known to have heavy supervisorial monitoring, high demands in terms of work quotas and high turnover rates.

Employee turnover expenses can cost businesses more than 100 per cent of a single employee’s annual wages and negatively affection an organization’s production and profits. High employee turnover also could affect community tax collections, social programs and physical and mental health issues. Therefore, understanding contributors to higher employee turnover remains essential for organizational managers from both a corporate and societal standpoint. This paper aims to provide an analysis of how job satisfaction and job embeddedness could predict employee turnover intent.

A randomly selected survey which consisted of Andrews and Withey’s (1976) job satisfaction questionnaire, a global job embeddedness scale (Crossley et al., 2007) and a three-item turnover intent questionnaire derived from a survey created by Mobley et al. (1978) using a Likert-type measurement to survey randomly selected individuals used within manufacturing plants located in the Southeastern USA.

The results of the multiple regression analysis showed a significant relationship between job satisfaction, job embeddedness and turnover intent; and that satisfied and committed employees are less likely to plan to leave their employment.

Limited current information is available on how job satisfaction and job embeddedness predict turnover intentions in US Southeast manufacturing. This study includes information that shows the importance of job satisfaction and job embeddedness on retaining employees in this region and industry. Given the importance of employee retention on corporate productivity, morale and profits along with the ability to improve the organization’s positive contribution to society, it is important for managers to understand these factors and their effect on employee turnover intent.

The challenge of attracting and retaining high performing call center employees is significant. Research in general has shown a link between personality factors and job performance. This study aims to focus on examining the relationship between personality factors and performance using service performance indicators and further, to study the role of emotional exhaustion in this relationship in the context of call centers.

Using a structured questionnaire 194 call center employees and their supervisors were surveyed in eight call centers in five companies in the insurance and telecommunications industries.

Results using structural equation modeling showed that, with the exception of extraversion/introversion, all of the personality dimensions of the five factor model: conscientiousness, agreeableness, openness to new experience and emotional stability as well as locus of control were significantly related to one or more of the performance measures. Emotional exhaustion mediated the relationship between emotional stability and locus of control and intent to turnover.

The study examined the mediating role of emotional exhaustion in the relationship between personality and performance; the impact of stressors needs further study.

Insights gained from this study could be used to develop selection strategies, work redesign programs and training that would benefit the organization by reducing employee costs and enhancing employee wellbeing.

This study uses service performance assessment data obtained from supervisors to establish the link between personality, emotional exhaustion and service performance among call center employees.

This paper aims to explore the relationships among perceived organizational support, positive relationships at work and intent to turnover through a social exchange theory lens. The main contribution of this paper is the investigation of different types of positive workplace relationships on employee withdrawal behaviors.

A 49-item survey was developed through a review of literature related to positive workplace relationships and intent to turnover. Surveys were made available to 200 healthcare employees; 73 surveys were accurately completed and used to test a mediated model of positive relationships at work.

Positive relationships at work were found to have a mediating effect between perceived organizational support and intent to turnover. Additionally, perceived organizational support was found to have direct and indirect effects on intent to turnover.

Managers can affect employees’ intentions to turnover by improving practices that provide support to employees and encouraging positive relationships with coworkers. Additional literature related to our variables of interest suggests that employees perceive more support when their organizations offer commensurate rewards, opportunities for growth and participation in decision making.

This study speaks to those researchers and managers interested in employees’ motivations for staying in or leaving from their organizations. Turnover and related withdrawal behaviors are expensive for organizations, so discovering the factors that members value offers organizations the ability to affect their members’ intentions to turnover. Additionally, the exploration of relationships between perceived organizational support and positive relationships at work suggests that different support mechanisms play different roles in affecting organizational and individual outcomes.

With the rise in public awareness of corporate social responsibility, business leaders are increasingly expected to recognize the needs and demands of multiple stakeholders. There may, however, be unintended consequences of this expectation for organizational managers who engage these needs and demands with a high level of moral attentiveness. This study aims to investigate the indirect effect of managerial moral attentiveness on managerial turnover intent, serially mediated by moral dissonance and moral stress.

Multi-phase survey data were collected from 130 managers within a large sales organization regarding experiences of moral dissonance and moral stress. The authors analyzed the relation of these experiences to measures of moral attentiveness and turnover intent using structural equation modeling.

Results support a serial mediation model, with a positive, indirect effect between moral attentiveness and turnover intent among managers through moral dissonance and moral stress. Overall, the results suggest that expecting business leaders to be morally attentive may result in greater moral dissonance and moral stress, potentially impacting their intentions to stay with the organization.

Implementing positive practices toward processing moral dissonance and reducing moral stress may be a mechanism toward retaining ethically inclined organizational leaders.

This study is the first to identify moral attentiveness as an antecedent to turnover intent within managers. It also establishes the serial mechanisms of moral dissonance and moral stress and provides suggestions on how to retain morally attentive managers by actively managing those mechanisms.

The purpose of this paper is to estimate the strength of the relationship between job performance and intentions to quit (ITQ), identify moderators to this relationship, and calculate the direct and indirect effects that job performance has on ITQ and turnover.

Data from 65 studies (n=17,918) were meta‐analyzed to estimate the performance‐ITQ relationship. This overall sample was separated into subgroups for moderator analyses. Meta‐analytic path analysis was used to test the hypothesized model of turnover.

Supervisor ratings of performance had the strongest relationship with ITQ (ρ=−0.16), followed by self‐ratings (ρ=−0.14), and objective measures (ρ=−0.02). Employee nationality and job type also acted as moderators. Poor performers are more likely to quit even after controlling for job satisfaction and turnover intentions, indicating that they are more apt to engage in unplanned quitting. Good performers were slightly more likely to intend to quit after controlling for job satisfaction.

Limitations on the number and type of studies available prevented a test of how performance level acts as a moderator to the job performance‐turnover relationship and may cause some of the moderator analyses to be unstable.

The findings provide for a better understanding of how employees' job performance affects their turnover decisions and how organizations can control turnover.

This is the first meta‐analysis to estimate the relationship between performance and ITQ and to test a meta‐analytic path model of the job performance‐job satisfaction‐ITQ‐turnover relationships.

The main objective of the study is to identify the effects of various sources of job-related strains on police managers' turnover intentions.

Data from a sample of American police managers (N = 179) were used to construct a path model that estimated the direct and indirect effect of environmental and organizational stressors on turnover intentions while considering the mediating role of negative emotionality.

Although most of the surveyed police managers (61%) did not report turnover intentions, those who did were more likely to have experienced burnout, frustration and/or emotional drain. Strenuous relationships with police supervisors and work–life imbalances were the main sources of these negative emotions. Turnover intentions were expressed by managers at the operational/technical level (sergeants) and by those who perceived a lack of procedural justice at the agency level. Highly educated managers were significantly less likely to report burnout and turnover intent.

Since this analysis is based on a relatively small convenience sample of police managers, readers should interpret the results cautiously.

To reduce turnover in police organizations, police administrators should implement and follow policies and procedures to ensure a fair, consistent and just treatment of all employees.

This is one of the few recent studies that focused exclusively on police managers' turnover intentions.

While the role of solidarity in the workplace has been examined in previous research, it is still an important component of the workplace for Japanese employees. The purpose of this paper is to integrate findings on solidarity at the workplace, job satisfaction and intent to turnover. A moderated mediation model is hypothesized where solidarity predicts intent to turnover via job satisfaction, but the strength of this whole mediation process is moderated by employees’ length of working overtime or working long hours.

The data analyzed in this study were acquired from the Japanese General Social Survey 2010, which was administered to 527 men and 278 women.

The results generally supported the assumptions; the proposed mediation model proved to be statistically significant, even when background covariates were introduced into the model to control for pre-existing differences. Also, the proposed moderated mediation model was supported; solidarity strongly increased job satisfaction when working overtime was low.

Because of measurement of solidarity, this study results may limit the generalizability. Researchers should explore the relationship between the dimension of solidarity and job satisfaction.

The paper includes the implications for human resource management, the developing of solidarity at the workplace and for managing the strain of working overtime.

This study was the first to examine the relationship between solidarity at the workplace and job satisfaction and the moderating effects of working overtime.