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How can managers reduce employee intention to quit?

Firth, Lucy, Mellor, David, Moore, Kathleen A and Loquet, Claude 2004, How can managers reduce employee intention to quit?, Journal of managerial psychology, vol. 19, no. 2, pp. 170-187.

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Title How can managers reduce employee intention to quit?
Author(s) Firth, Lucy
Mellor, David
Moore, Kathleen A
Loquet, Claude
Journal name Journal of managerial psychology
Volume number 19
Issue number 2
Start page 170
End page 187
Publisher Emerald Group Publishing
Place of publication Bingley, England
Publication date 2004
ISSN 0268-3946
1758-7778
Keyword(s) control
employees turnover
job satisfaction
self-esteem
Summary 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.


Notes Reproduced with the kind permission of the copyright owner.
Language eng
Field of Research 170107 Industrial and Organisational Psychology
HERDC Research category C1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2004, Emerald Group Publishing
Persistent URL http://hdl.handle.net/10536/DRO/DU:30008720

Document type: Journal Article
Collections: School of Psychology
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Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.