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Drawing from the theory of reasoned action, this study investigated the moderators of the relationship between turnover intentions and performance at work.

This study employed hierarchical multiple regression to test three proposed hypotheses regarding the above relationship. It used 1,011 dyad data from employees and their supervisors from eight professional organizations in Vietnam from employees and their supervisors to reduce research bias.

Employee attitude toward change and the level of job engagement of the employee affected the nature of the relationship between turnover intentions and job performance. When the attitude toward change was less favorable, the relationship between turnover intentions and job performance was positive. However, when the attitude toward change was more favorable, the relationship between turnover intentions and job performance was non-significant. For the moderating role of job engagement, we found that for employees with a high level of job engagement, the relationship between turnover intentions and job performance was positive. However, for employees with a low level of job engagement, the relationship between turnover intentions and job performance was non-significant.

Unlike the implications from previous research, turnover intentions of employees might not adversely affect their performance. Under two conditions – a high level of job engagement and a less favorable attitude toward change - employees with turnover intentions might actually perform better.

Unlike the vast number of studies that have investigated the relationship between job performance and turnover intentions (as a proxy of turnover), this paper focuses on the relationship between turnover intentions and job performance to show evidence for two important boundary conditions.

The study investigated the impact of perceived corporate social responsibility (CSR) on employees' turnover intention in professional team sports organizations, focusing on employee identification and co-production’s role in this context.

Data were collected from 225 employees in professional team sports organizations, with analysis conducted via partial least squares structural equation modeling (PLS-SEM).

The results indicated that perceived CSR negatively impacted turnover intention. Employee identification mediated the relationship between perceived CSR and turnover intention. Moreover, co-production moderated the relationship between perceived CSR and employee identification, affecting the mediating role of employee identification between perceived CSR and turnover intention.

Prioritizing CSR offers benefits beyond improving an organization’s public image. It also plays a crucial role in enhancing internal organizational dynamics. Specifically, it helps to increase employee identification with the company, reduce turnover intentions, and promote co-production. These outcomes, when combined, lead to the development of a stronger, more cohesive, and resilient organization.

This study provides empirical evidence of the influence of perceived CSR on employee identification and behavior within professional team sports organizations. It underscores the importance of enhancing employee identification to reduce turnover intention.

Using social and moral identity theory, this study aims to investigate the influence of perceived greenwashing on employee work attitudes by using social and moral identity theory. By examining the relationships between perceived greenwashing, employee cynicism, work alienation and turnover intention, this study unveils essential mechanisms that shed light on the complex relationship between these variables.

The study gathered data from a sample of 267 employees in the service industry and used variance-based structuring equation modeling to test the hypothesized associations. The results of the study indicated a positive relationship between perceived greenwashing and turnover intention.

Employee cynicism and work alienation emerged as crucial mediating factors, revealing the underlying psychological dynamics linking perceived greenwashing to turnover intention. Moreover, the study identified organizational pride as a powerful moderator that mitigates the adverse effects of greenwashing on employee attitudes.

Genuine and transparent environmental practices are crucial in the service industry to avoid misleading claims, safeguard reputation and establish trust. Leaders should exemplify genuine commitment to environmental practices, serving as role models. Regular and honest feedback mechanisms should be established to gauge employee perceptions of the organization’s environmental initiatives. Educating employees about the signs of deceptive practices can empower them to make informed judgments, reducing the likelihood of falling victim to misrepresentations and mitigating associated negative outcomes.

The current research seeks to shed light on the profound impact of greenwashing on employees, an area that has been surprisingly overlooked. The study responds to the call of the antecedents that influence employees’ intentions to leave their organizations. The study explored the vital relationship between perceived greenwashing and employee attitudes, thereby contributing valuable insights to the existing literature on the sustainable practices of organizations, particularly those in the service industry.

Governments faced formidable challenges in coordinating public health responses to the COVID-19 pandemic. This study aims to enhance the understanding of effective organizational leadership during crises by investigating the factors influencing the turnover of health leaders during the COVID-19 pandemic in Brazil.

Using primary data encompassing all appointments and dismissals of federal and state health secretaries, this paper conducted a quantitative analysis of the relational and reputational factors that contributed to leader turnover during the COVID-19 pandemic. This paper also examined whether leaders’ management and public health experience increase the duration of tenure.

States encountered significant challenges in retaining experienced and effective leadership during the health emergency, primarily due to political conflicts in policymaking and, to a lesser extent, allegations of corruption. Furthermore, leaders with expertise in public health were found to be less likely to be removed from office. However, managerial experience did not prolong the tenure of state health secretaries during the emergency.

Since most health leaders have public health and management experience, the contributions of each factor to the duration of a secretary’s tenure are difficult to separate and analyze separately.

This study provides empirical insights into what factors drive health leader turnover during major health emergencies.

During major health emergencies, health leaders often strongly disagree with elected officials on the response. This paper test how crisis leadership theories help explain state health leaders’ duration in one of the world’s largest public health systems during the COVID-19 pandemic. This paper find that policy disagreements contributed to significant turnover.

To the best of the authors’ knowledge, this paper is the first that are aware of that uses novel primary data on public health executive leader characteristics and turnover causes in the context of the COVID-19 pandemic. It provides empirical evidence contributing to the crisis leadership literature by examining health leader turnover in one of the world’s largest public health systems.

Continuous performance management is an emerging global phenomenon adopted by the human resources management discipline that is decentralizing the way performance management is traditionally executed within organizations. This study aims to examine the impact of continuous performance management (CPM) on turnover intention in the banking sector in Dubai and to identify the mediating roles of employee motivation and job autonomy.

The study used surveys to collect primary data from 375 employees at 15 banks operating in Dubai to explore the relationships among CPM, employee motivation, turnover intention, as well as perceived job autonomy. Through a robust analytical methodology that included exploratory factor analysis and confirmatory factor analysis, multiple regression and parallel mediation analysis using the Hayes process macro, not only were the factor structures validated, but the relationships between the constructs were also uncovered. This comprehensive research process helped the present study delve into the depths of the study’s subject matter, thereby enhancing the value of the study to the extant literature which given the multicultural orientation, further contributed to the comprehensiveness of the conceptual relationship between the variables.

From the findings, the current study concludes that the key predictors of employee motivation, job autonomy and turnover intention in the banking sector among employees were CPM factors. In addition, based on the findings from the Hays process macro parallel mediation analysis, the current study identified the mediation effect of employee motivation and job autonomy between CPM and turnover intention. With the confirmation of all the research hypotheses, the output from this study is valuable to HR academicians and practitioners seeking to understand CPM and how to implement performance management drivers for the purpose of employee development and retention.

This paper’s originality lies in its examination of the burgeoning trend of CPM within the unique context of the GCC banking sector, a sector-specific focus that offers fresh insights into the adoption and impact of CPM in a regional context.

Despite the deployment of state-of-the-art methodologies for project management, employee turnover in projects remains high. Such turnover has significant costs in terms of replacing personnel, potential deadline overruns and financial expenditure. Employee turnover in project contexts may stem from time-related issues associated with multiple parallel projects and short deadlines. Using person–environment fit and time congruence theories, this research examines the relationship between employee turnover intentions and individual–organizational (I–O) polychronicity fit, which captures the degree of match between individuals’ and organizational preferences for focusing on multiple tasks simultaneously.

Survey data were collected from 309 software project employees in Pakistan. Hypotheses were tested using polynomial regressions and response surface modeling.

I–O polychronicity fit is related to turnover intentions. Turnover intentions are lower when I–O polychronicity fit occurs on the lower end of the polychronicity continuum, whereas turnover intentions are higher when fit is observed on the higher end of the polychronicity continuum. The relationship between I–O polychronicity fit and turnover intentions is significantly explained by exhaustion and perceptions of work overload.

The study’s insights provide recommendations for organizations to optimally manage multitasking to help retain project employees.

These findings extend our understanding of the underlying mechanisms between I–O polychronicity fit and turnover intentions. Furthermore, this research expounds on how employee exhaustion and perceptions of work overload explain the relationship between I–O polychronicity fit and turnover intentions.

The main goal of this study is to determine the role of employee commitment in the relations between the compensation system and turnover intentions of employees in the Republic of Serbia, as well as to investigate whether there is a mediating effect of employee commitment in this relation.

The primary methodology implemented in the research was data gathering, obtaining theoretical research works on the proposed relations and empirical studies based on the PLS-SEM, analysed by IBM SPSS Statistics and SmartPLS data processing software. The data for the analysis was obtained from a total sample of 764 employees, collected in the Republic of Serbia via an online questionnaire.

The results indicated a positive statistically significant relationship between the formative construct (compensation system) and reflective construct (commitment), as well as a negative statistically significant relationship between the compensation system and reflective construct (turnover intentions). Employee commitment partially mediates the relationship between the compensation system and turnover intentions of employees.

The study was conducted in Serbia and is thus rooted in the specific national context which is characterized by high power distance and high uncertainty avoidance and more collectivistic society with feminine values more expressed. Most of the previous investigations related to the mentioned constructs were performed in companies from more developed countries, including Western Europe and the United States of America, whereas there has been no such research conducted in Serbia to date. The results portrayed a mismatch between the expected relations regarding the attitudes of employees to the rewards and the proposed national context. Modern companies in Serbia need to follow a modern reward mechanism to build stronger commitment and decrease turnover intentions. Moreover, in most earlier research works, compensation was examined in terms of satisfaction with rewards, while this study was based on questions related to perceptions of employees toward HR compensation practices (“The organization offers me”-type questions), not related to their satisfaction. Further, in the majority of previous research works, the compensation system was examined as a variable in combination with other HR processes (staffing, training and development, career development, employee relations, HR planning, communication, etc.), as a HPWP, while in this case the authors used only the practice of compensation (reward elements and employee performance evaluation) to investigate relations with commitment and turnover intentions.

Society is critically dependent on an adequate supply of hospital doctors to ensure optimal health care. Voluntary turnover amongst hospital doctors is, however, an increasing problem for hospitals. The aim of this study was to systematically review the extant academic literature to obtain a comprehensive understanding of the current knowledge base on hospital doctor turnover and retention. In addition to this, we synthesise the most common methodological approaches used before then offering an agenda to guide future research.

Adopting the PRISMA methodology, we conducted a systematic literature search of four databases, namely CINAHL, MEDLINE, PsycINFO and Web of Science.

We identified 51 papers that empirically examined hospital doctor turnover and retention. Most of these papers were quantitative, cross-sectional studies focussed on meso-level predictors of doctor turnover.

Selection criteria concentrated on doctors who worked in hospitals, which limited knowledge of one area of the healthcare environment. The review could disregard relevant articles, such as those that discuss the turnover and retention of doctors in other specialities, including general practitioners. Additionally, being limited to peer-reviewed published journals eliminates grey literature such as dissertations, reports and case studies, which may bring impactful results.

Globally, hospital doctor turnover is a prevalent issue that is influenced by a variety of factors. However, a lack of focus on doctors who remain in their job hinders a comprehensive understanding of the issue. Conducting “stay interviews” with doctors could provide valuable insight into what motivates them to remain and what could be done to enhance their work conditions. In addition, hospital management and recruiters should consider aspects of job embeddedness that occur outside of the workplace, such as facilitating connections outside of work. By resolving these concerns, hospitals can retain physicians more effectively and enhance their overall retention efforts.

Focussing on the reasons why employees remain with an organisation can have significant social repercussions. When organisations invest in gaining an understanding of what motivates their employees to stay in the job, they are better able to establish a positive work environment that likely to promote employee well-being and job satisfaction. This can result in enhanced job performance, increased productivity and higher employee retention rates, all of which are advantageous to the organisation and its employees.

The review concludes that there has been little consideration of the retention, as opposed to the turnover, of hospital doctors. We argue that more expansive methodological approaches would be useful, with more qualitative approaches likely to be particularly useful. We also call on future researchers to consider focussing further on why doctors remain in posts when so many are leaving.

This study investigated the relationship of strengths-based leadership with nurses’ turnover intention and the mediating roles of job crafting and work fatigue in the relationship.

Data comprising 318 valid participants from three hospitals in Beijing were gathered at two points in time, spaced by a two-month interval. Structural equation modeling with a bootstrapping analysis was applied to test hypotheses.

This study found that strengths-based leadership negatively relates to nurses’ turnover intention, and job crafting and work fatigue mediate the relationship of strengths-based leadership with turnover intention, respectively.

The findings of this study highlight the importance of strengths-based leadership in decreasing nurses’ turnover intention and reveal two potential mechanisms through which strengths-based leadership is related to nurses’ turnover intention. In order to retain nursing staff better, nurse leaders should execute more strengths-based leadership behaviors and make more efforts to promote nurses’ job crafting and to reduce nurses’ experience of work fatigue.

As after-hours technology-mediated work (ATW) becomes common in organizations, the increased workload and interference to life caused by ATW has induced employee turnover. This research develops a mediated moderation model to explain how employees' intrinsic and extrinsic motivations for ATW affect their turnover intention through work–life conflict.

A survey was conducted to collect data of 484 employees from Chinese companies. Partial Least Square was used to perform data analysis.

The results show that intrinsic motivation for ATW has an indirect negative impact on turnover intention via work–life conflict, whereas extrinsic motivation for ATW has both a positive direct impact and a positive indirect impact (via work–life conflict) on turnover intention. This study also helps find that time spent on ATW can strengthen the positive impact of extrinsic motivation for ATW on turnover intention but has no moderation effect on the impact of intrinsic motivation for ATW. Furthermore, this study reveals that the interaction effect of time spent on ATW and extrinsic motivation on turnover intention is mediated by employees' perceived work–life conflict.

By discovering the distinct impact of employees' intrinsic and extrinsic motivations for ATW on turnover intention, this research provides a contingent view regarding the impact of ATW and offers guidance to managers regarding how to mitigate ATW-induced turnover intention through fostering different motivations.