The audit review process is a key quality control mechanism. Recent evidence from practice suggests that regulatory risk has made reviews more critical, and audit supervisors are struggling with how to effectively deliver the “tough message”. We contribute to the audit review literature by providing an in-depth understanding of the subordinate's perspective, focusing on the understudied topic of negative feedback and factors that might moderate its effects. We investigate these issues using an experiential questionnaire soliciting subordinate auditors' reactions to highly salient actual review experiences. We find both adverse and beneficial reactions to more negative feedback, including worse attitudes toward coaching relationships, more attempts to manage supervisors' impressions, but greater performance improvement efforts. These reactions are moderated by the subordinate auditor's feedback orientation (i.e., receptivity), and sometimes by the supervisor's goal framing (i.e., emphasis on learning versus performance). Collectively, participants more often chose engagement over workpaper reviews to represent their most salient experiences, and some results differ between these review contexts. Qualitative analysis identifies both similarities and differences in key attributes of these review types. These results are important, as the audit review literature predominately considers workpaper review, and no study compares the two review contexts.

This study examines turnover experiences in public accounting, including the exit phase (from public accountants' initial thoughts of leaving to their exit) and the post‐exit phase (from their exit to the present moment) of the turnover process. Drawing on social exchange theory and organizational support theory, we also investigate the relationship between these phases by exploring how turnover characteristics within the exit phase impact alumni's decisions to engage in post‐employment citizenship in the post‐exit phase (e.g., recommending the firm's services to others). Using the experiential questionnaire method, we rely upon two separate surveys to investigate the turnover process from the perspective of 284 firm alumni (“leavers”) and 83 experienced public accountants (“stayers”). Our process‐based research method allows us to gather a large and rich data set that provides multiple perspectives on the turnover experience in public accounting. Our results not only provide insights into the underlying factors influencing turnover but also indicate several places in the turnover decision process where firms can strategically intervene. Finally, our results show that several turnover characteristics within the exit phase impact post‐employment citizenship behaviors in the post‐exit phase. Consequently, our results demonstrate that the characteristics that drive employees' decisions to leave the firm also play a significant role in shaping their post‐employment citizenship behaviors following their departure.

Fatigue and burnout are root causes of audit quality issues and turnover. Leveraging the job demands‐resources theory, we investigate whether two mechanisms can reduce accountants' fatigue and, in turn, improve audit quality. We conduct a field study of public accountants during both normal and busy season work periods, collecting bi‐daily logs to examine whether the use of microbreaks (i.e., brief respite activities) as a job crafting mechanism and/or the receipt of supervisory support as a job resource lessen end‐of‐day fatigue. We posit and find that engaging in microbreaks is associated with reduced end‐of‐day fatigue within busy season. Similarly, we posit and find that higher levels of daily supervisory support during busy season are associated with lower end‐of‐day fatigue. However, neither of these mechanisms is associated with lower end‐of‐day fatigue during normal work periods. Our results also indicate that these two mechanisms function as complements during busy season, with either one significantly reducing end‐of‐day fatigue, but both together having an interactive effect. Further, end‐of‐day fatigue during busy season reduces sleep quality, which increases accountants' fatigue the following morning. In a follow‐up experiment, we consistently find evidence that a 1‐min microbreak reduces fatigue and that this reduction directly translates into improved error detection.