Many professional managers are driven to achieve the bottom line to secure income, honor, and standing in the workplace. Drawing on social information processing theory, we propose that supervisor bottom-line mentality in the workplace has a dysfunctional effect on organizations. Specifically, supervisor bottom-line mentality will hinder subordinates’ perception of the meaning of work, which eventuates high employee withdrawal (turnover intention and work withdrawal behavior). We also verified that amoral management weakens the negative relationship between supervisor bottom-line mentality and meaning of work in the first-stage moderated mediation model. Additionally, the strength of the indirect effects of supervisor bottom-line mentality on turnover intention and work withdrawal behavior is weaker (stronger) when supervisors’ amoral management is high (low). Our hypothesized moderated mediation model is supported by 301 data points generated by a three-stage full-time staff member. Furthermore, we put forward important theoretical and practical implications according to the research.

This study explores the impact of socially responsible human resource management (SR-HRM) on the turnover intention by exploring the effects of psychological contract violation (PCV) and moral identity. Using a sample of 284 employees in China, we found that PCV mediated the negative relationship between SR-HRM and turnover intention. Moral identity moderated the direct effect of PCV on turnover intention as well as the indirect effect of SR-HRM on turnover intention via PCV, such that both the direct and indirect effects were stronger for employees with a low level of moral identity compared to those with the high level of moral identity. Findings from this study provide a greater understanding of the internal mechanisms and boundary conditions of SR-HRM that affect turnover intentions. Study findings also provide guidance to organizations seeking to reduce employee turnover.

This research examines the impacts of workplace social support, namely organizational support, supervisory support, and co-worker support on job embeddedness, and whether these effects are moderated by work meaningfulness. Using a conditional process model, the current study also investigates how the relationship between workplace social support and turnover intention, mediated by job embeddedness, is affected by the moderator. Data were collected from 1,137 shared service employees in Thailand. Empirical results indicate that job embeddedness mediates the links between perceived organizational support as well as perceived co-worker support and intention to leave, and that work meaningfulness reduces employees' turnover intention by reinforcing the impacts of perceived supervisory support and perceived co-worker support on job embeddedness. The findings contribute to job embeddedness literature by describing moderated mediation mechanisms, through which social supportive constituents affect turnover intention, and guide practitioners by applying an integrated model of organizational practices in managing human resources.

This paper explores how proactive behavior and constructive deviance relate to affective organizational commitment and turnover intention through idea championing. Based on a two-wave study (N = 310), structural equation model analyses revealed that constructive deviance had an inhibitory effect and proactive behavior a facilitatory effect on idea championing. In turn, idea championing was related to increased affective commitment and reduced turnover intention. The analyses of indirect effects further indicated that proactive behavior and constructive deviance had opposite indirect effects on affective commitment and turnover intention. This research underlines the importance of acting proactively upstream rather than deviating from the norm to promote innovation and build employee loyalty to the organization. Finally, this study also indicates that proactive and constructive deviant behaviors are conceptually different and exert opposite effects despite their similar orientation toward innovation and change.

The purpose of this study is to provide a better understanding of the relationship between coworkers' organizational citizenship behaviors (OCBs) and employees' work attitudes. In addition, we test if the two-situational factors – perceptions of organizational politics and task interdependence – moderate the relationship between coworkers' OCBs and focal employees' work attitudes. Using a sample of 411 employees, we found that coworkers' OCBs beneficial to organizations (OCBO) was positively related to focal employees' job satisfaction but negatively related to their turnover intention. The relationship between coworkers' OCBO and job satisfaction was stronger when perceptions of organizational politics were low. On the other hand, the relationship between coworkers' OCBs beneficial to other individuals and turnover intention was stronger when task interdependence was high. Implications of these results and future research directions are discussed.

The nature of the turnover process calls for the study of more complex relationships among variables beyond simple bivariate or multiple associations between predictors and turnover intentions. The present article aims to examine the predictive value of job demands and resources in the explanation of nurses’ intention to leave the organization and to test the mediating roles of professional burnout and engagement in these relationships, within a Portuguese nursing population. The research models were tested within the scope of the Registered Nurse Forecasting project. Data included the self-report questionnaires of 2,235 Portuguese nurses from 31 hospitals, collected through stratified random sampling procedures. The statistical analyses of the structural models showed that nurses’ participation in hospital affairs, a job resource at the work organization level, was the only significant predictor of nurses´ intention to leave the organization (β = –.45, p < .001). Analyses of the mediation models revealed that the emotional exhaustion symptoms of burnout (β = –.11, p < .001) and job engagement feelings (β = –.15, p < .001) were both significant mediators between nurses’ decisional involvement and their intentions to leave the organization. Results suggest that including nurses in decision-making processes regarding their professional practice policy and environment, and improving nurses’ professional well-being are two crucial strategies to reduce nurses’ turnover intentions.

While an increasing number of studies focus on the positive effects of Chinese supervisor–subordinate guanxi on its focal parties, little research has examined in what situations guanxi may instead cause negative impacts on these individuals. Drawing on conservation of resources theory, the objectives of this study is to identify how the culturally remarkable aspect of supervisor–subordinate guanxi – personal-life inclusion – may cause ‘burden’ for Chinese employees and to reveal the moderated mediation mechanism between personal-life inclusion and turnover intention by examining the mediating role of work interference with family and the moderating effect of perceived family demands. Data were collected from 182 Chinese employees. The results indicate that personal-life inclusion is positively correlated with turnover intention and work interference with family mediates this relationship. Perceived family demands serves as a moderator on the mediated relationship between personal-life inclusion, work interference with family, and turnover intention. We discuss the theoretical and managerial implications of our findings.

This paper, with its multilevel design including 90 work groups in South Korea, proposes and examines how distributive justice relates to job stress, and thus leading to turnover intention at the individual level, and how this relationship is affected by empowerment climate at the group level. The results of hierarchical linear modeling show that employees’ perception of distributive justice was negatively related to job stress. We also find that job stress partially mediated the influence of distributive justice on turnover intention. In addition, at the work group level, the empowerment climate decreased employees’ job stress, and the negative relationship between distributive justice and job stress at the individual level was moderated by the empowerment climate. The theoretical and practical implications are discussed.