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This study aims to identify the underlying dimensions of hospitality organizational climate and then measure the influence of it on employee turnover tendency.

Data were obtained from 504 employees across 18 upscale hotels in India. Factor analysis was adopted to identify the organizational climate dimensions and its influence on turnover tendency was measured by SEM. One-way ANOVA tested the hypothesis related to the perceived differences among the employees regarding turnover intention.

Result supports the hypothesized relationship between the constructs that the identified organizational climate structure have strong inverse relationship with employee turnover tendency and its dimension “leaders facilitation and support” was found to influence turnover intention the most, followed by “cohesion, clarity and objectivity of system,” “esprit of profession, organization and workgroup” and “job challenge, variety and feedback.” Results also determined differences among the hotel employees of different job levels and gender regarding turnover tendency.

Study reveals that employee turnover tendency is predominantly influenced by the identified factors of organizational climate and more among the male frontline employees and attrition reduces with age and position. This knowledge will help the hotel's management in designing strategic HRM to control attrition.

This study is the first to establish an organizational climate measure of hotel industry in India and opens scope for future research. It also draws attention to the relationship of organizational climate with turnover tendency.

The authors explore turnover tendencies among expatriate employees in Saudi Arabia They: (1) discuss the novelty of expatriates in Saudi Arabia; (2) review the literature on employee turnover tendency and its correlates—job satisfaction and employee characteristics; (3) hypothesize a negative relationship between extrinsic job satisfaction and expatriate turnover tendencies, a negative relationship between general job satisfaction and expatriate turnover tendencies, no relationship between intrinsic job satisfaction and expatriate turnover tendencies, and no relationship between expatriate characteristics and expatriate turnover tendencies, and (4) empirically lest the hypotheses with a sample of expatriate employees. Results provide strong support for most of the hypotheses except “pay,” one of the extrinsic job satisfaction variables, and “job feedback,” one of the intrinsic job satisfaction variables.

While the effect of vertical pay dispersion on the voluntary turnover rate of vice presidents (VPs) has received attention, the existing research conclusions are still divided. Therefore, this study aims to explore the relationship between vertical pay dispersion and voluntary turnover rate of VPs in a Chinese context using data from listed firms.

Integrating tournament theory and social comparison theory, this study examines the non-linear effect of vertical pay dispersion on VPs’ voluntary turnover rates using empirical data from Chinese A-share listed firms from 2007 to 2016.

The results reveal a U-shaped relationship between vertical pay dispersion and the voluntary turnover rate of VPs. After further incorporating the moderating effect of the board governance structure, the effect is found to be enhanced in firms with more efficient board governance (i.e. smaller board size, higher board turnover and higher proportion of outside directors). Further analysis indicates that the aforementioned conclusions mainly exist in non-state-owned enterprises rather than state-owned enterprises.

The findings deepen the understanding of the costs and benefits associated with vertical pay dispersion, enrich the research findings on pay dispersion and contribute to the integration of previously inconsistent findings.

Turnover in high-tech companies has long been a concern for managers and executives. Recent meta-analyses from the general turnover literature consistently show that job satisfaction is a major attitudinal antecedent to turnover intention and turnover behavior. Additionally, the available research on information technology (IT) employees focuses primarily on turnover intentions and not on a risky decision-making perspective and actual turnover (turnover behavior). The paper aim is to focus on that.

This study uses hierarchical ordinary least squares, process (Preacher and Hayes, 2004) and logistic regression.

The main predictor of actual turnover is risky decision-making, whereas job satisfaction is the main predictor of turnover intention.

The joint effects of risk and job satisfaction on turnover intention and behavior have not been studied in the IT domain. Hence, this study extends our understanding of turnover in general and particularly among IT employees by studying the combined effect of risk and job satisfaction on turnover intentions and turnover behavior. The study’s theoretical and practical implications are likewise discussed.

This study aims to investigate the effects of COVID-19 working arrangements on role stress, burnout and turnover intentions in public accounting professionals. Additionally, while all professionals have had to adapt to this rapid change in working environment, this paper explores whether the impact of this transition differs depending on demographic factors, namely, rank, gender, firm size and service line.

The authors survey 159 public accountants working in audit and tax on their perceptions of role stress, burnout and turnover intentions before COVID-19 and since. The survey used validated instruments from prior literature to capture these measures.

Results show that role stress, burnout and turnover intentions increased significantly since remote work began. Specifically, the rank of accountants significantly affects this association, with staff experiencing the most significant increases in role stress and burnout and seniors reporting significantly higher intentions to leave their current firms. Females experience a significant increase in feelings of emotional exhaustion and turnover intention, while males experience a significant increase in feelings of depersonalization and role overload. Finally, there is a positive association between firm size and burnout, with employees from national/midsize firms experiencing the largest increase in feelings of emotional exhaustion, reduced personal accomplishment and depersonalization.

Given that all prior research on role stressors, burnout tendencies and turnover intentions in the context of public accounting was conducted in the pre-COVID-19 work environment, this paper examines a timely and significant event that is likely to have a long-lasting impact on the way in which people work. As accounting firms seek to develop new working models and promote well-being among their employees, they should take note of the findings of this study that gender, rank and firm size result in differential impacts on role stress, burnout and turnover intentions.

Occupational preferences and subsequent turnover behaviour are part of a complex relationship between employees and their occupational and organizational labour markets. Both markets contribute to matching skills and jobs. Differences in individual and occupational attributes can predict the direction and intensity of preferences for alternative organizations, occupations and job locations. Occupational preferences, which reflect the attractiveness of alternative positions within and outside the employing organization, are examined as central antecedents of occupation‐specific turnover behaviour. The results of a logistic regression analysis, based on a cross‐sectional occupational representative data set of 700 medical sector employees and a follow‐up sample of 81 “quitters”, suggest that turnover behaviour is influenced by organizational and occupational employment opportunities and occupational preferences.

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.

In this chapter, the authors examine the turnover of employees in Latin America, with a particular focus on Mexico. Employee turnover is important in Latin America and in Mexico, as it is in many other places, because the cost of labor typically accounts for 70% of a firm’s operating cost. When employees leave, it requires that the employer replaces the workers through human resource management processes that include recruiting, selection, orientation, and training. These costs are a significant expense to firms that they could avoid if turnover was lower. The authors identify cultural, economic, legal, and other factors that could influence employee turnover. The authors also summarize many managerial practices that can help employers to effectively manage employee turnover. Finally, the authors provide insights for future research on employee turnover in this important region of the world.

This study focuses on the management of job burnout among customer service representatives. The purpose of this study is to investigate whether supervisor support, monetary rewards, and career paths moderate the relationship between job burnout and turnover intentions.

The authors conducted a survey of 287 customer service representatives from seven call centers for the analysis. To validate the research model and test the hypotheses, the authors employed structural equation modeling, and for the moderating effects, the authors conducted a multi‐group analysis after dividing the moderating variables into high and low groups by using each of their means as a split point.

As expected, the results indicate that emotional exhaustion, depersonalization, and reduced personal accomplishment increased turnover intentions. Emotional exhaustion led to a sharp increase in depersonalization. The results for the three moderating variables indicate that not all interventions were always useful for all three components of job burnout. In particular, the application of supervisor support required considerable attention because it exacerbated the adverse effect of depersonalization on turnover intentions. Monetary rewards reduced turnover intentions under depersonalization, whereas they increased turnover intentions under reduced personal accomplishment. Career paths reduced turnover intentions under both depersonalization and reduced personal accomplishment.

This study contributes to the literature by demonstrating the moderating effects of supervisor support, monetary rewards, and career paths on the relationships between three components of job burnout and turnover intentions for customer service representatives from call centers.

This research attempted to determine the power of an organization development (OD) program to reduce absenteeism and turnover rates among hourly employees of a medium‐sized Mid‐western life insurance company in the USA. Forty‐six months of archival records were examined within time series and interrupted time series designs (with and without non‐equivalent control groups). Comparisons were also made against annual industry averages for companies within the same size and geographical region categories as the study organization. None of the six hypotheses relating OD to reduced employee absenteeism and turnover was supported, suggesting that the claims of OD supporters may be exaggerated.