Intention to leave and employee turnover: expanding understanding of key antecedents in the modern workforce

This research expanded understanding of the key antecedents of intention to leave and employee turnover in a sample of retail banking employees from a large Australian-based financial institution. In three empirical studies, this research provided unique insights into today‘s workforce and deepened understanding of how work related factors influence intention to leave and turnover. The first study compared the relationships between work attitudes and intention to leave for part-time and full-time employees. By conducting structural equation modelling, the direct and indirect relationships between workplace attitudes and intention to leave for part time and full time employees were examined. It was found that job satisfaction was more important to consider in retention of full-time employees and affective commitment was more important to consider for part-time employees. There were no significant differences in relationships between indirect antecedents based on employment status, however some significant indirect relationships were found. The second study adds to our understanding by examining the similarities and differences in predictors of intention to leave and turnover. Results indicated that decreased affective commitment, job satisfaction, perceived organisational support and age predicted intention to leave. In contrast, decreased performance, continuance commitment and increased intention to leave predicted actual turnover. Implications for these differences in understanding the turnover process were discussed. In the third study this research offered a unique approach to understanding how combinations of motivation, commitment and performance may differentially impact intention to leave. To expand understanding about why employees of varying performance may consider leaving, interactions between these factors in predicting intention to leave were investigated. Results indicated that high performing employees with a strong promotion focus or high affective commitment reported significantly lower intention to leave compared to low performing employees. Theoretical implications for models of intrinsic sources of motivation as well as the practical implications for talent retention strategies were discussed