Why do employees jump ship? Examining intent to quit employment in a non‐western cultural context

Abstract

PurposeThis study proposed to investigate the phenomenon of intention to quit among frontline employees. The main objectives of the current study were to examine the level of intention to leave and what factors influence the employees to consider leaving their organisations.Design/methodology/approachData were collected from 493 frontline employees from Jordanian organisations. The study reported in this paper tested the factor structure of intention to quit using exploratory factor analysis and confirmatory factor analysis.FindingsThe findings which emerged from this study established a three‐factor solution model which is appropriate to test employees’ intention to quit based on three factors, namely work opportunities, personal needs, and personal responsibilities. The results provided new perspectives and support the overall validity of the nomological network of intention to quit factors, but also suggest that caution should be exercised in different contexts and cultural settings.Originality/valueThe present study emphasises the need to expand the focus on intention to quit research beyond attitudinal and relational factors. Theoretical implications, limitations and directions for future research are discussed.

Impact of Psychological Contract Breach and Psychological Contract Fulfillment on Employees’ Intention to Quit In Telecom Sector of Pakistan

“…Intention to quit not only specify unfavorable working environment, but the organization may also suffer from loss of experienced workers and good customer relationship. (Aladwan, Bhanugopan, Fish, 2012) Employees" intention to leave the organization is related with the direct and indirect cost. The direct cost includes bring in a replacement, employment, management, recruitment and selection.…”

“…At the same time, organizations face the issue of employees" leaving the organizations. The matter of employees" intention to quit is researched at a large scale because it affects the organizational progress and labor productivity (Aladwan, Bhanugopan, & Fish, 2012). Employees may leave the organization due to unfavorable working environment, job dissatisfaction, lack of commitment and work related attitudes (Griffin and Moorhead, 2011).…”

A Mediating Role of Relational Psychological Contract on the Relationship Between Work Place Spirituality and Employee Turnover Intention in Nigeria Banks

“…Various reasons could be attached to turnover intention such as unfavorable working environment, pay reduction, psychological and social factors, health status, nature of job etc. Organizations suffer from employee turnover through loss of experienced workers and good customer relationship [23]. Also the cost of replacement of employee and training are direct costs that affect organizations, indirect costs are loss of social capital, low morale which can result in low productivity [24].…”

A Structural Equation Modelling Evaluation of Antecedents and Interconnections of Call Centre Agents’ Intention to Quit

“…Further empirical insights from this study illuminate the associated organizational components from the point of direct association to job satisfaction and the intention to quit, as well as the mediating capacity of job satisfaction in the association between organizational components and the intention to quit. Thus, the findings from this study contribute to the understanding of the network of relationships that explain employee intention to quit behavior (e.g., Aliyu and Nyadzayo 2016;Park et al 2018;Abdullateef et al 2014;Aladwan et al 2013;Pradhan et al 2019).…”

“…Recognizing that satisfying internal customers (i.e., employees) would enable organizations to provide external customers a higher quality of service (e.g., Choi and Joung 2017;Kotler and Armstrong 2012), employee intention to quit was examined in this study. Understanding employee intention to quit dynamics is of central importance to organizations (e.g., Aliyu and Nyadzayo 2016;Park et al 2018;Aladwan et al 2013) because of the increasing challenge of retaining their employees (e.g., Ibrahim and Al Falasi 2014;Suliman and Obaidli 2011) despite the high cost of recruiting new employees (e.g., Ashforth et al 2007;Ibrahim and Al Falasi 2014). This study offers insights that would enable call centers in the explored context to effectively address the employee retention challenge.…”