In this study, we synthesize, from the attitude and turnover literatures, a framework of eight (8) distinctive motives, or “Forces”. We then illustrate how the “8 Forces” framework can be utilized by turnover researchers as clarification of reported reasons for turnover, as causal mediators of turnover predictors, and as factors related to the type of turnover decision process. Finally, we discuss further implications of this framework.

This article reports the results of a comprehensive meta-analysis of turnover antecedents, extending an earlier one by Hom and Griffeth (1995). As such, this updated meta-analysis represents the most wide-ranging quantitative review to date of the predictive strength of numerous turnover antecedents. Importantly, the present investigation identifies various moderators of antecedent-turnover correlations. The implications of these findings for both theory and practice are discussed.

A model investigating antecedents of perceived organizational support (POS) and the role of POS in predicting voluntary turnover was developed and tested in two samples via structural equation modeling. Both samples of employees (N = 215 department store salespeople; N = 197 insurance agents) completed attitude surveys that were related to turnover data collected approximately 1 year later. Results suggest that perceptions of supportive human resources practices (participation in decision making, fairness of rewards, and growth opportunities) contribute to the development of POS, and POS mediates their relationships with organizational commitment and job satisfaction. Further, POS is negatively related to withdrawal, but the relationships are also mediated.

Variability in turnover base rates may bias the results of comparative analyses in research on turnover. This article illustrates statistical corrections to turnover correlations based on range restriction formulas. Comparative analysis using corrected statistics seeks to facilitate the process of unbiased comparative inference.

In the model tested, we posit that employees' outcome and supervisor satisfaction result from referent outcomes, justifications, and the likelihood of amelioration. These satisfaction facets are then related to turnover through withdrawal cognitions. Structural equation modeling was used to assess the fit of this model and alternatives. Although the original model had a good fit, a competing model provided a better one, with most hypothesized relationships supported. The implications of accepting the alternative model over the original are discussed.