The principal organizational factors that lead to turnover intention: a systematic literature review

Abstract

Purpose: The aim of this paper is to examine the main organizational factors that lead to turnover intention among employees. Theoretical framework: Turnover relates to the voluntary or involuntary departure of employees from a company and is directly or indirectly related to organizational costs and the ability to attract and retain talent. Understanding the organizational factors that influence turnover is crucial, if alternatives that keep employees engaged and companies with low turnover rates are to be proposed. Methodology/Approach: The method chosen was the systematic literature review, Methodi Ordinatio being adopted to investigate the causes of turnover intention among employees. Findings: The results showed that three main factors contribute to turnover intention: a lack of leader empowerment, inadequate task support, and the aspirations of young professionals. Other factors observed include a lack of emotional commitment, recognition, perspective, organizational diversity, training opportunities, support from colleagues, involvement in decision-making, and alignment with company values. Furthermore, precarious or insecure work environments, stress, the desire to start one's own business, extroversion, a jobs market offering promising alternative opportunities, and unconstructive feedback also contribute to turnover intention. Research, practical & social implications: This study contributes to the efforts of companies wishing to invest their resources efficiently to ascertain the main causes of turnover, and thereby retain and attract talent. Originality/Value: This study compiles and systematizes findings on the factors that lead to turnover intention, thereby benefitting decision-making aimed at retaining talent. Keywords: Empowerment; Leaders; Systematic review.