How can managers reduce employee intention to quit?

TLDR

The study investigates variables predicting employees’ intention to quit and tests a model incorporating mediators. The authors surveyed 173 retail salespeople on commitment, satisfaction, stress, supervisor support, locus of control, self‑esteem, perceived job stressors, and quit intentions, then used path analysis to test the hypothesized relationships. Results showed that the model explained 52% of the variance in quit intentions, with supervisor support and self‑esteem mediating stress effects, and suggested that managers monitor workloads, supervisor relationships, and job satisfaction sources to reduce turnover.

Abstract

Abstract 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 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.