Eight Motivational Forces and Voluntary Turnover: A Theoretical Synthesis with Implications for Research

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Employee retention and turnover: Using motivational variables as a panacea (2009, background): “Empirical studies (Kinnear and Sutherland, 2001; Meudell and Rodham, 1998; Maertz and Griffeth, 2004) have, however revealed that extrinsic factors such as competitive salary, good interpersonal relationships, friendly working environment, and job security were cited by employees as key…”
The Meaning of My Feelings Depends on Who I Am: Work-Related Identifications Shape Emotion Effects in Organizations (2017, background): “…previous studies, higher intensity negative emotions have been associated with increased turnover intentions (Cropanzano, James, & Konovsky, 1993; Maertz & Griffeth, 2004) because leaving the organization allows the employee to avoid the discomfort of the negative emotion (Maertz & Griffeth, 2004).”
The role of leader-member exchange in high turnover work environments (2005, background): “relationships with leaders have recently been identified as a neglected antecedent of turnover (Maertz and Griffeth, 2004).”
5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future (2008, background): “…eight turnover motive forces (affective, calculative, contractual, behavioral, alternative , normative, moral, and constituent forces; see also Maertz & Griffeth, 2004) are systematically related to four turnover decision types (impulsive, comparison , preplanned and conditional quitters)…”