The study reported in this article examines the nature of relationships between organizational and personal resources and nurses' turnover intentions. A sample of 124 nurses in the Turkish Republic of Northern Cyprus serves as the study setting. Results of the study reveal that a form of organizational support (empowerment) and two personal resources (customer orientation, job resourcefulness) are the best predictors of turnover intentions. Implications of these results are discussed and avenues for future research are offered.

Purpose – The purpose of this paper is to investigate the mediating role of person-job (P-J) fit on the impact of organizational resources (training and service technology), and a personal resource (customer orientation) on frontline bank employees’ job performance and turnover intentions. Design/methodology/approach – A large-scale survey of 530 frontline employees of a national bank in New Zealand serves as the study setting. Findings – Among others, results show that P-J fit fully mediates the impact of training on turnover intentions and job performance. Research limitations/implications – The cross-sectional nature of the study does not allow causal inferences. Therefore, future studies should adopt longitudinal designs. Practical implications – Management should be careful in planning and providing organizational resources to frontline employees to enhance their perception of P-J fit. Also investing in the recruitment and selection of customer-oriented frontline employees would be a prudent course of action. Originality/value – Empirical research in the banking services literature pertaining to the mediating role of P-J fit is scarce. There is also a lack of research regarding the interaction between personal and organizational resources resulting in complementary or supplementary effects on frontline employees’ fit perceptions. This study fills in the void in both areas.

This study examines the effects of servant leadership and service technology on frontline bank employees’ turnover intentions, mediated by job satisfaction and organizational commitment. A conceptual framework is developed based on the tenets of the resource-based view of the firm and the self-determination theory to test the hypothesized relationships. Frontline employees of a bank serve as the study setting. The results indicate that servant leadership and service technology affect employees’ turnover intentions through job satisfaction and organizational commitment where servant leadership plays a stronger role. We discuss the implications of our findings and offer future research avenues.

This study examines the role of service worker customer orientation (CO) as a buffer against the detrimental effects of job burnout on job performance and turnover intentions. Data collected from frontline bank employees serve as the study setting. The tenets of the attribution theory are used in developing the study hypotheses. Results show that CO moderates the detrimental effects of job burnout on both job performance and turnover intentions, where the effects of job burnout on both outcomes are weaker for frontline employees with higher CO. Hiring employees high on CO for frontline positions should pay dividends in managing burnout and its negative consequences on job performance and turnover intentions.

This study examines the effects of customer orientation and servant leadership on frontline employees' burnout and, subsequently, on their turnover intentions. Also investigated in the study is the intervening role of person-job fit in the process. Data collected from 530 frontline bank employees in New Zealand serve as the study setting. Results show that both customer orientation and servant leadership significantly reduce burnout and ultimately turnover intentions. Results also show that person-job fit mediates the influences of customer orientation and servant leadership on burnout and turnover intentions. Implications of the results are discussed and future research avenues are offered.

This study develops and tests a model which investigates the simultaneous effects of job demands, job resources, and a personal resource (intrinsic motivation) on emotional exhaustion and turnover intentions. Frontline hotel employees in Ankara, Turkey serve as the study setting. Among others, results show that job demands (role conflict and role ambiguity) trigger frontline employees' emotional exhaustion and turnover intentions. Job resources (supervisory support, training, empowerment, and rewards) and intrinsic motivation reduce emotional exhaustion. Implications of the findings are discussed and directions for future research are offered.

This study develops and tests a turnover intentions model, which examines the effects of frontline employees' perceptions of management concern for employees and customers on turnover intentions, mediated by job satisfaction and affective organizational commitment. Using this model as a framework, the authors explore the role of employment status (full-time vs. part-time) as a moderator of the aforementioned relationships. The results indicate that perceived management concern for employees and customers has significant effects on employees' turnover intentions. Employment status moderates the relationships between perceived management concern for employees and affective organizational commitment, perceived management concern for customers and job satisfaction, and affective organizational commitment and turnover intentions. Implications of the findings are discussed and future research avenues are offered.

The purpose of this study was to identify the impact of interpersonal working relationships on employees' justice perceptions and the effects of those perceptions on employees' work-related attitudes and behavior in the hospitality industry. This study examined the mediating role played by distributive and procedural justice in linking leader-member exchange and job satisfaction, organizational commitment, and turnover intentions in the hospitality industry. The model was evaluated using structural equation modeling (SEM). The results indicated that distributive justice had a direct positive influence on job satisfaction and was negatively related to turnover intentions. Distributive justice was also found to have a strong impact on procedural justice. Procedural justice had a direct positive influence on job satisfaction. However, procedural justice was negatively related to organizational commitment, and was positively associated with turnover intentions. Thus, distributive justice played a more vital role in employees' work-related outcomes than did procedural justice. This study also indicated empirical evidence of the impact of interpersonal working relationships on employees' justice perceptions. That is, the quality of interpersonal working relationships promoted employees' perceptions of fairness. Therefore, both distributive and procedural justice played a vital mediating role in the relationships among LMX, and job satisfaction, organizational commitment, and turnover intentions. This study provides guidelines to help managers better understand how to reduce employee turnover, increase job satisfaction and organizational commitment, and make better decisions about outcomes and procedures for their employees. / Ph. D.

Law enforcement organizations have been facing a challenge with maintaining an adequate level of personnel due to an increased rate of employee turnover, which has been shown to have a negative impact on an agency's ability to reduce both property and violent crimes. The purpose of this cross-€sectional, quantitative study was to examine job embeddedness as a predictor of turnover intentions among municipal law enforcement officers by using the human capital theory as the theoretical foundation. To collect the data, a survey link was distributed to all personnel of a large, municipal law enforcement agency in the southeastern United States; only full-€time, commissioned law enforcement personnel were included in the study, which resulted in a sample size of 107. Linear regression was used to analyze the data. Job embeddedness and turnover intentions had a statistically significant and negative correlation (r = €.656, p < .001). In addition, the bivariate linear regression model significantly predicted turnover intentions, F(11, 106) = 79.135, p < .001); job embeddedness was responsible for 42.4% (adjusted R2 = .424) of the variance in turnover intentions. When job embeddedness decreases, turnover intentions increase, and when job embeddedness increases, turnover intentions decrease. The study has implications for positive social change as it established the relationship between job embeddedness and turnover intentions among law enforcement officers. The results provide support for using the concept of job embeddedness to inform retention programs aimed at reducing voluntary turnover. Reducing voluntary turnover has the potential to maximize the ability of an agency to meet its crime control mission and to reduce costs associated with recruitment and training new employees, which will allow for more funding to go directly to the provision of services.

Employee turnover is detrimental to organizational performance and profitability, leading to loss of diverse financial and intellectual resources and assets. Grounded in the motivation-hygiene theory, the purpose of this correlational study was to examine the relationship between employee turnover intention and job satisfaction, employee compensation, employee engagement, employee motivation, and work environment. The population consisted of low- to mid-level hospitality employees residing in Western Georgia, Central Mississippi, and North Central Texas, over the age of 18, and employed in the hospitality industry. A convenience sample of 156 participants completed the Compensation Scale, Job Satisfaction Scale, Utrecht Work Employee Engagement Scale, Work Extrinsic and Intrinsic Motivation Scale, Work Environment Scale, and Turnover Intention Scale via an online survey. Multiple linear regression analyses and Pearson-product correlation coefficients were used to predict employee turnover. The 5 predictors accounted for approximately 36% of the variance in turnover intention and the result was statistically significant, (R-² =.36, F (5, 105) = 11.57, p < .001). The correlation between motivation and turnover intention was not significant. The findings may contribute to positive social change by increasing the potential to provide hospitality leaders with a foundation for future research on job satisfaction, employee compensation, employee engagement, employee motivation, work environment, and turnover intentions. These improvements may lead to the formulation of strategies and policies of business practices to reduce turnover intentions.