The impact of individual resiliency and leader trustworthiness on employees\u27 voluntary turnover intentions

This study tested a structural model of voluntary employee turnover intention that included personality and situational variables in addition to frequently studied antecedents of employee turnover (i.e., job satisfaction, work stress, and organizational commitment). The personality variable is Individual Resiliency and Leader Trustworthiness is the situational variable. Individual Resiliency is comprised of Positive Self-Concept (PSC) and Assertive Action (AA). PSC is comprised of four dispositional traits: self-esteem, generalized self-efficacy, emotional stability, and optimism. AA is comprised of locus of control and proactivity. Thus, resilient individuals view themselves as good, worthy, and capable, believe that they are in control of their outcomes, expect positive things will happen to them, and take initiative to solve problems. The data, collected through an Internet-based survey from 293 employees of a human capital management firm, were used to test a hypothesized model via covariance structure analysis. Results supported the model in which Individual Resiliency had a negative impact on work stress and a positive impact on job satisfaction. Work stress also had a negative influence on organizational commitment and job satisfaction while job satisfaction had a positive impact on organizational commitment. In turn, job satisfaction and organizational commitment both had a negative impact on turnover intentions. In addition, leader trustworthiness had a negative influence on work stress and turnover intentions. The hypothesized impact of individual resiliency x leader trustworthiness interaction on turnover intentions was not supported. Preference for work intensity and employees with stable vs. unstable work histories moderated the proposed structural model. Individual Resiliency’s positive influence on job satisfaction and negative impact on work stress demonstrates that employees are not simply reacting to their job situation; rather they are actively creating their situation such that they perceive their work more favorably and the demands as less formidable. Thus, Individual Resiliency is viewed as an important addition to models of voluntary employee turnover intention. Implications and limitations of the current study are discussed and suggestions for future research are provided