Stressful Work and Turnover: The Mediating Role of Psychological Strain
The subject of employee turnover continues to attract global research attention (Hom, Mitchell, Lee, & Griffeth, 2012). The job demands-control-support model (JDC(S); Karasek & Theorell, 1990) is a conceptual model that can be used to examine the stress-strain-turnover process. To date, however, only one study has examined this process (De Croon, Blonk, Broersen, & Frings-Dresen, 2004). Because there are several theoretical and methodological issues apparent with this study, the present study represents a revised and extended version of De Croon et al. (2004). A sample of 443 employees of a large national insurance company answered a survey at two six-month time periods, measuring actual voluntary turnover six months later. Although the correlation matrix supported the hypothesized bivariate relationships, a structural equation model showed poor fit to the data, and the reversal of two relationships in the model. Believing this was due to multicollinearity, I examined a revised model which better fit the data, and supported all nine hypotheses. Furthermore, psychological strain in the form of job dissatisfaction and emotional exhaustion fully mediated the relationship between stress (demands, control, and support), and voluntary turnover. Research and managerial implications are discussed.
Business Costs, Business Administration, Psychology, Organization Theory, Organizational Behavior, work stress, psychological strain, turnover, demands, control, support, job satisfaction, emotional exhaustion
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