How can managers reduce employee intention to quit?

Lucy Firth, David J. Mellor, Kathleen A. Moore, Claude Loquet
2004 Journal of Managerial Psychology  
This paper reports on an investigation of the variables that may be predictive of intentions to leave a job, and tests a model that includes mediating variables. A total of 173 retail salespeople completed questionnaires measuring commitment to the organization for which they worked, job satisfaction, stress, supervisor support, locus of control, self-esteem, the perceived stressors in the job and their intention to quit. Path analysis was used to test the relationships hypothesized in the
more » ... hesized in the model. The majority of hypotheses were supported, with the variables included accounting for 52 per cent of the variance in intention to quit. Emotional support from supervisors and self-esteem mediated the impact of stressors on stress reactions, job satisfaction, commitment to the organization and intention to quit. It is suggested that to ameliorate intention to quit and in turn reduce turnover, managers need to actively monitor workloads, and the relationships between supervisors and subordinates in order to reduce and manage stress. Managers also need to monitor both the extrinsic and intrinsic sources of job satisfaction available to employees. These activities could assist in maintaining and increasing job satisfaction and commitment to the organization. "What determines employee turnover?" The answer to this question has great relevance to the individual who may be thinking about quitting a job, and for the manager who is faced with lack of employee continuity, the high costs involved in the induction and training of new staff, and, not least, issues of organizational productivity. While actual quitting behaviour is the primary focus of interest to employers and researchers, intention to quit is argued to be a strong surrogate indicator for such behaviour. Job stressors and lack of job satisfaction are among the factors that contribute to people's intention to quit their jobs (Moore, 2002) ; however, it is important both from the manager's and the individual's perspective to understand the factors that mediate the relationship between job stress and intention to quit. This study had three aims: Intentions are, according to researchers such as Ajzen and Fishbein (1980) and Igbaria and Greenhaus (1992) , the most immediate determinants of actual behaviour. They are also of
doi:10.1108/02683940410526127 fatcat:rsoziex2yffdnk4vnwli7hkysa