Job satisfaction and turnover intention: A comprehensive review of the shared determinants

Abstract

Background

Human capital is a critical asset for organizations, impacting financial performance and market value. Maintaining a stable, committed workforce is challenging. Job satisfaction emerges as a pivotal factor influencing employees’ intentions to leave or turnover intention. However, both encompass diverse dimensions that can exert positive or negative effects.

Objectives

To explore the common factors affecting job satisfaction and turnover intention, focusing on the significant positive and negative relationships.

Method

A systematic review based on the PRISMA framework has been conducted. The data has been precisely identified, evaluated, and extracted from the SCOPUS database based on set benchmarks.

Result

The investigation revealed a variety of determinants that exhibit a significant correlation with job satisfaction and turnover intention, manifesting in both positive and negative associations. Furthermore, these elements have been linked to established motivational theories, suggesting a theoretical underpinning for the observed relationships between workplace dynamics and employee behavior.

Conclusion

The result intended to provide a comprehensive understanding of the factors by offering a framework for studying job satisfaction and turnover intention guiding future research in the field of knowledge.

Keywords

job satisfaction turnover intention intention to quit intention to leave systematic review

Introduction

The pursuit of decent work and economic growth, as embodied in Sustainable Development Goal 8 (SDG 8), is a pressing global concern. Achieving this goal necessitates a deeper understanding of the complex dynamics governing employment relationships. At the global level, the World Bank estimates that approximately two billion people are engaged in informal employment, lacking access to basic labor rights and social protections.¹ This underscores the need for organizations to prioritize fair and sustainable employment practices, ensuring that employees’ rights and well-being are respected at every organizational level.

Employees are an organization’s most crucial strategic resource. Yet, in today’s competitive landscape, retaining employees for the long term is a significant challenge for an organization. Employee turnover is not just a threat but also incurs additional financial costs. It also affects the organization’s reputation, as high turnover rates can tarnish both its value and public image.² The process of employee turnover is not abrupt but develops over time. While managers cannot prevent turnover once an employee decides to leave, they can influence the factors that contribute to turnover intention (TI).³ Numerous studies have aimed to identify these factors, yet managing them remains a complex issue from a managerial perspective.

Job satisfaction is often cited as a pivotal factor in the health of the employer-employee relationship.^4,5 It’s not only crucial for the well-being and productivity of employees but also plays a significant role in their retention. A higher level of job satisfaction tends to be inversely related to turnover intention,^4–9 meaning that when employees are happy with their jobs, they are less likely to consider leaving the company.

Other factors also play a role in an employee’s decision to remain with or leave an organization.¹⁰ Moreover, the escalation of employee turnover rates brings about adverse challenges, including the substantial financial and non-financial costs associated with recruitment, as well as a decline in organizational efficiency and productivity.¹¹

While job satisfaction is intricately linked to employees’ intentions to leave, it constitutes a broad and complex field of study. The multifaceted nature of job satisfaction¹² means it is influenced by numerous factors, rendering it challenging to comprehensively address.

Although extensive research has been conducted on the factors influencing JS and TI independently, very few studies have undertaken a comprehensive examination of the shared factors that concurrently impact both JS and TI as dependent variables. This notable absence of integrated analysis creates a significant knowledge gap in understanding the complex interplay between these two interconnected variables. Therefore, a systematic review is essential to synthesize existing literature and illuminate the common determinants of JS and TI, providing a foundation for future empirical research in this area.

The review encompasses an analysis of publications using bibliometric indicators. Utilizing VOS-viewer, the paper endeavors to discern the determinants impacting employees’ job satisfaction and turnover intention.

Methodology

To achieve the study’s objective, a Systematic Literature Review (SLR) has been carried out with the help of the PRISMA framework. SLR is a review of a formulated question that uses systematic and explicit methods to identify, select, and critically appraise and analyze the relevant research. Recently, the method of a systematic literature review has been defined as an effective method for systematically and critically rigorously evaluating literature that leads to a robust conclusion of what is existing and unknown in an area.^10,11 The present study has considered both definitions to fulfill the formulated objectives.

Furthermore, the PRISMA (Preferred Reporting Items for Systematic Reviews) framework has been introduced by Liberati and others.¹¹ By using the PRISMA statement, the methodology has been divided into four steps, that is, Search Strategy, Selection Criteria (inclusion) and Quality Assessment (exclusion), and Data Extraction.

Search strategy

The data has been extracted from the Scopus database based on availability and accessibility using the combination of keywords “Relationship,” “Job Satisfaction,” and “Turnover Intention.” “Intention to leave” and “intention to quit” are also used somewhere in place of turnover intention and “Work Satisfaction” is in place of “Job Satisfaction.” A total of 1861 articles, conference papers, reviews, book chapters, and other documents have been identified by using the above keywords.

Selection criteria

To access relevant data, inclusion criteria have been set (shown in Table 1).

Table 1.

Selection criteria/inclusion criteria for the study.

Search limit to	Database—Scopus
Access	All open access, gold, and hybrid gold
Year	2017–2022
Subject area/category	Business, management and accounting, social sciences, and economics, econometrics, and finance
Document type/article type	Articles
Publication stage	Final
Source type	Journal
Language	English

The following search strategies have been used for the extraction of data in the Scopus database:

(TITLE-ABS-KEY (“Job Satisfaction” OR “Work Satisfaction”) AND TITLE-ABS-KEY (“Relationship”) AND TITLE-ABS-KEY (“Turnover Intention” OR “Intention to Quit” OR “Intention to Leave”)) AND (LIMIT-TO (PUBSTAGE, “final”)) AND (LIMIT-TO (OA, “all”) OR LIMIT-TO (OA, “publisher full gold”) OR LIMIT-TO (OA, “publisher hybrid gold”)) AND (LIMIT-TO (PUBYEAR, 2022) OR LIMIT-TO (PUBYEAR, 2021) OR LIMIT-TO (PUBYEAR, 2020) OR LIMIT-TO (PUBYEAR, 2019) OR LIMIT-TO (PUBYEAR, 2018) OR LIMIT-TO (PUBYEAR, 2017)) AND (LIMIT-TO (DOCTYPE, “ar”)) AND (LIMIT-TO (SUBJAREA, “BUSI”) OR LIMIT-TO (SUBJAREA, “SOCI”) OR LIMIT-TO (SUBJAREA, “ECON”)) AND (LIMIT-TO (LANGUAGE, “English”)) AND (LIMIT-TO (SRCTYPE, “j”).

This study has examined research articles published between 2017 and 2022, a 5-year window that has been commonly employed in bibliometric analyses to assess research trends, productivity, and impact, providing a balanced perspective on recent research activity in the field.¹² Moreover, the year 2023 has not been considered due to potential publication and indexing delays, ensuring a more comprehensive picture of research trends.

After applying the selection criteria, 112 articles have been extracted. A .csv file containing the same data (i.e., 02^nd February 2024) has been downloaded and converted into Excel.^13–15,51

Quality assessment

At this point, exclusion criteria have been set for a better assessment of data for the study. The exclusion criteria are given below.

a. Irrelevant articles (to access the quality data for the study).

b. Other languages articles other than English.

c. Duplicate articles (articles appearing more than once).

d. Paid articles (to ignore the financial barrier).

e. Review articles (to give a more comprehensive understanding of the topic under investigation, to ignore the risk of biases of findings, for the quality assessment, duplication of data, and to enhance the transparency and reproducibility).

f. Research papers focused on the educational sector (the educational sector focuses on a broader mission focused on imparting knowledge, fostering intellectual growth, and contributing to societal development. Review for the educational sector needs to be studied separately).

The flow of inclusion and exclusion criteria is shown with the help of the PRISMA framework. Figure 1 demonstrates the flow of inclusion and exclusion of data at every stage.

Figure 1.

PRISMA framework for inclusion and exclusion of articles.¹⁰

Data extraction

After applying exclusion criteria, two irrelevant articles were excluded from 89 abstracts as they did not lead to the goal of the study. Following this, 15 paid and 8 review articles were removed. Furthermore, after a comprehensive examination of the remaining articles, 20 more articles were eliminated which were not fulfilling the objectives of the study. Finally, a total number of 67 articles have been selected for the study.

Data analysis techniques

The data analysis comprised three phases.

i. Initially, the general features were determined by analyzing the selected articles’ distribution by year and publication region.

ii. The second phase involved evaluating citations and keyword co-occurrence using VOS-viewer to gauge the importance of the retrieved articles. This phase also revealed the relationship between major keywords in the studies.

iii. Lastly, common factors from the correlation and regression table were extracted in the third phase to assess their influence on job satisfaction (JS) and turnover intention (TI). Using Excel or similar spreadsheet software, the relationship between these factors and their impact on JS and TI (whether positive or negative) was further analyzed.

Findings and result

The selected peer-reviewed articles illustrate the relationship between the common factors affecting JS and TI of employees in different organizations. As described in section 2.5, the data has been analyzed in the following section in three steps. At the first point, the data analysis has been done with the help of Excel, which contains the distribution of articles per year that is, 2017 to 2022, and the region-wise distribution of publications, which shows the general characteristics of all the articles. However, “ Appendix I. Publications per Source” in detail has been mentioned in the Appendices section.

Phase 1

Distribution of published articles between the years 2017 and 2022

Graph 1 demonstrates the distribution of articles from 2017 to 2022. Each year is represented on the horizontal axis, while the vertical axis denotes the number of articles published. In particular, it highlights a notable increase in the number of articles published in the year 2020, followed by a decrease in subsequent years. It could be due to the COVID-19 pandemic, which prompted a surge in research and publications across different fields as researchers sought to understand and address its impact on various aspects of society.

Graph 1.

Distribution of articles per year (2017–2022).

Distribution of publications region-wise

In this section, an examination of region-wise publications has been conducted to ascertain the contributions of various countries in the domain of job satisfaction (JS) and turnover intention (TI) studies. The world map depicted in Figure 2 illustrates the country-wise distribution of articles, offering a visual representation of the data related to the study areas of JS and TI among employees.

Figure 2.

Country-wise distribution of the articles.

In the map, varying shades of color are utilized to denote the intensity of research activity within each country. The darkest color represents countries where the highest volume of work has been conducted, while the lightest color indicates countries with minimal research activity in the domain of JS and TI (Figure 3).

Figure 3.

Keyword co-occurrence map.

Table 2 presents the distribution of articles categorized by country and region. The findings indicate that the Asian region had the highest number of articles published between 2017 and 2022, surpassing other regions. Notably, the United States emerged as the country with the highest number of published articles within the specified timeframe.

Table 2.

Distribution of publications region-wise.

Region	Countries	Articles	Name of countries
Europe	13	14	Austria (1), Netherlands (1), Finland (1), France (1), Italy (1), Norway (1), Russian Federation (1), Serbia (3), Slovenia (1), Spain (1), Switzerland (1), and United Kingdom (1)
Asia	11	24	China (4), India (2), Indonesia (3), Iran (1), Japan (1), Malaysia (3), Pakistan (3), South Korea (1), Taiwan (3), Thailand (1), and Turkey (2)
North America	4	16	Brazil (1), Canada (1), Mexico (2), and United States (12)
Middle East	2	2	Saudi Arabia (1) and the United Arab Emirates (1)
Oceania	2	2	Australia (1) and New Zealand (1)
Sub-Saharan Africa	2	7	Ghana (2) and South Africa (5)
North Africa	1	1	Egypt (1)
Eastern Mediterranean	1	1	Palestine (1)

Phase 2

VOSviewer is a powerful tool for visualizing and analyzing citation networks and keyword co-occurrence. By identifying the number of citations per journal and exploring keyword co-occurrence patterns, researchers can gain valuable insights into research the research landscape and identify emerging trends and influential publications in the field of study.

Citation by source (journals)

Table 3 provides a breakdown of citations by source (journals), highlighting the number of documents and corresponding citations for each journal. This analysis offers insights into the distribution of scholarly contributions across various publications, shedding light on the distinction and impact of different journals within the field. The table is created by taking into account the minimum number of documents of a source and the minimum number of citations of a source (i.e., 1 and 30, respectively).

Table 3.

Citation by source (journals).

Source	Documents	Citations
International Journal of Contemporary Hospitality Management	2	114
Sustainability (Switzerland)	4	92
Cogent Business and Management	4	72
Journal of Occupational and Organizational Psychology	1	70
International Journal of Human Resource Management	2	69
Safety and Health at Work	2	46
Sage Open	3	42
Journal of Hospitality and Tourism Research	2	40
Journal of Career Development	1	39
Journal of Work-Applied Management	1	39
Organizacija	1	38
Sa Journal of Human Resource Management	5	36
Nurse Education Today	1	34
Journal of Organizational Behavior	1	33

Using this information can serve as a compass for guiding future research activities, offering a comprehensive understanding of the scholarly discourse relevant topic of interest. At this stage, the number of citations per journal and keyword co-occurrence were determined using VOSviewer.

Keyword co-occurrence

The map effectively showcases the strength of keyword co-occurrence, with a total strength of 67 observed in the selected articles. In the map, the size of each circle corresponds to the frequency of keyword occurrences, with larger circles indicating a higher number of occurrences. Additionally, the strength of the relationship between keywords is depicted by the darkness of the connecting lines; darker lines represent stronger relationships.

Phase 3

In the third stage of analysis, common factors influencing both JS and TI have been systematically examined and categorized into four distinct groups: Group A, Group B, Group C, and Group D. These groups delineate the factors that exhibit a positive effect on both JS and TI, facilitating a comprehensive understanding of their impact within organizational contexts.

However, the detailed analysis has been mentioned in Table 4, which illustrates the factors and their relationships with JS and TI, including positive (+ve), negative (-ve), and no effect (NE) relationships.

Table 4.

Factors and their relationship with job satisfaction and turnover intention.

Common independent variables	Dependent variables
	Job satisfaction				Turnover intention
	+Ve	−Ve	No effect	Author/s	+Ve	−Ve	No effect	Author/s
Abusive/incivility consumer behavior	-	1 (−)	—	^23,60	1 (+)	—	—	^23,60
Affective commitment (intrinsic JS)	—	1 (−)	—	⁴³	—	1 (−)	—	⁴³
Career opportunity	—	—	1	⁵⁰	—	1 (−)	—	⁵⁰
Community Ethnic Group Representation (CR)	—	—	1	⁷²	—	—	1	⁷²
Continuance commitment	—	—	1	⁴³	—	1 (−)	—	⁴³
Despotic leadership	—	1 (−)	—	²⁴	—	—	1	²⁴
Domestic violence—emotional aggression	—	1 (−)	—	³⁹	1 (+)	—	—	³⁹
Domestic violence—physical aggression	—	1 (−)	—	³⁹	—	—	1	³⁹
Domestic violence—sexual coercion	—	—	1	³⁹	—	—	1	³⁹
Emotional exhaustion	—	2 (−)	—	^23,42	1 (+)	—	—	²³
Empowerment	—	—	1	²⁸	1 (+)	—	—	²⁸
Fear during COVID-19	—	—	1	²⁵	1 (+)	—	—	²⁵
Hope	—	—	1	²⁸	1 (+)	—	—	²⁸
Inspirational motivation	—	—	1	⁵	—	—	1	⁵
Job characteristics	—	—	—	—	—	1 (−)	—	²⁶
Job characteristics	—	—	—	—	1 (+)	—	—	²⁹
Job demand (work conflict, work load, and work-family conflict)	—	1 (−)	—	³⁸	1 (+)	—	—	³⁸
Job embeddedness	—	—	—	—	1 (+)	—	—	⁷⁰
Job insecurity	—	3 (−)	—	^6,21	1 (+)	—	—	^6,21
Job stress	—	1 (−)	—	⁵⁶	1 (+)	—	—	⁵⁶
Job stress	—	—	—	—	—	—	1	¹⁹
Leader deep acting	—	—	1	⁶⁹	—	1 (−)	—	⁶⁹
Leader natural/genuine emotions	—	—	1	⁶⁹	1 (+)	—	—	⁶⁹
Leader surface acting	—	—	1	⁶⁹	—	1 (−)	—	⁶⁹
Leader Discrete Emotion Emotional Labour (DEEL)—Irritation	—	—	1	⁶⁹	—	—	1	⁶⁹
Neuroticism	—	1 (−)	—	¹	1 (+)	—	—	¹
Normative commitment	—	—	2	³	—	1 (−)	—	⁶²
Normative commitment	—	1 (−)	—	⁴³	—	—	—	—
Organizational ethnic group representation	—	—	1	⁷²	—	—	1	⁷²
Organizational citizenship behavior	—	—	—	—	—	1 (−)	—	⁵⁸
Organizational commitment	—	—	1	⁵⁴	—	7 (−)	—	^{68,18,26,42,54}
Organizational work-family climate	—	1 (−)	—	⁴⁶	1 (+)	—	—	⁴⁶
Performance	—	—	1	³¹	—	—	1	³¹
Person-group fit	—	—	1	⁵³	—	—	1	⁵³
Person-organizational fit	—	1 (−)	—	³¹	2 (+)	—	—	^31,49
Protean Career Orientation (PCO)	—	—	1	²	1 (+)	—	—	²
Psychological distress	—	1 (−)	—	²⁴	1 (+)	—	—	²⁴
Public service motivation	—	—	1	³¹	1 (+)	—	—	³¹
Qualitative job insecurity	—	1 (−)	—	⁶	1 (+)	—	—	⁶
Role ambiguity	—	1 (−)	—	⁶³	—	1 (−)	—	⁶³
Role stress	—	2 (−)	—	^63,66	3 (+)	—	—	^63,66
Self-efficiency	—	—	—	—	—	1 (−)	—	⁵⁹
Supervisor/supervisor incivility	—	2 (−)	—	^59,70	3 (+)	—	—	^59,70
Task performance	—	—	—	—	1 (+)	—	—	²⁰
Transactional contract of employees	—	—	1	³²	—	—	1	³²
Wage delay	—	1 (−)	—	²¹	—	—	1	²¹
Work itself	—	—	—	—	—	2 (−)	—	^21,71
Work place harassment—sexual harassment at work (direct)	—	1 (−)	—	³⁹	1 (+)	—	—	³⁹
Work place harassment—sexual harassment at work (indirect)	—	—	1	³⁹	1 (+)	—	—	³⁹
Work place harassment—workplace emotional aggression	—	1 (−)	—	³⁹	1 (+)	—	—	³⁹
Work stress	—	1 (−)	—	³¹	—	1 (−)	—	³¹
Work well-being—burnout	—	1 (−)	—	³⁸	2 (+)	—	—	³⁸
Work-family conflict	—	2 (−)	—	^38,64	1 (+)	—	—	⁶⁴
Work-family conflict	—	—	1	¹⁶	—	—	—	—
Workplace abuse	—	1 (−)	—	²¹	1 (+)	—	—	²¹

Independent variables under Group A, Group B, Group C, and Group D

Several other factors have been identified that exhibit a dual correlation with both job satisfaction and turnover intention. However, as investigating this dual relationship was not the primary focus of the study, a table containing these factors is included in the appendices under the heading “ Appendix II . Factors Exhibiting Duel Correlation with Job Satisfaction and Turnover Intention” to enhance the knowledge and understanding of academicians and researchers.

Work motivational theories and their relevance to workplace dynamics

Understanding and improving employee behavior in the workplace is fundamental for organizational success. This section explores the significance of linking motivational theories to factors of job satisfaction and turnover intention, explaining their implications for workforce dynamics. Work motivation is considered an essential catalyst for the success of organizations as it promotes employees’ effective performance. An organization’s goal depends upon employees’ performance driven by workplace motivation.⁷⁸ It has been found that insufficiently motivated perform poorly, despite being competent.^78,79 Therefore, rather than simply turning up at work, employers expect their staff to work with full motivation.⁸⁰ Work motivation is one of the essential causes of individual behavior in an organization.⁷⁹

Several decades of research explored the dynamics that initiated work-related motivation.⁸¹ Significant contributions have been made to the socio-psychological perspective of work motivation such as personal factors like age, gender, educational level, living setting, health status, and family support; social exchange, interaction among individuals and contextual factors, culture, social situation, and psychological needs.^82–86 It has been found that there are integrated dynamics affecting motivation and performance in the workplace⁸² if see the lens of the hierarchical model of intrinsic such as beliefs, emotions, behavior group membership,⁸⁷ and extrinsic motivation such as incentives, rewards, and recognition.⁸⁸

Positive work environments typically lead to positive situations, feedback, and consequences. When individuals are motivated, motivation trends upward, becoming more positive at the contextual level of work with greater autonomy, competence, and relatedness. Conversely, negative situations and related negative consequences contribute to less positive or diminished motivation. Repeated situations, positive and negative, have a cumulative effect on the individual’s contextual level of motivation for work. By connecting work motivation to these factors, valuable insights can be revealed which enable to enhancement of various aspects of workforce dynamics (Tables 5–9).

Table 5.

Group “A” independent variables.

SN	Independent variables
1	Cynicism
2	Flexible Working Arrangements (FWAs)
3	Leader Discrete Emotion Emotional Labor (DEEL)—enthusiasm and liking
4	Resilience
5	Reward
6	Toxic leadership—abusive, self-promotion, authoritarian, narcissism, and unpredictable
7	Workaholism

Table 6.

Group “B” independent variables.

SN	Independent variables
1	Abusive/incivility consumer behavior
2	Domestic violence—emotional aggression
3	Emotional exhaustion
4	Job demand (work conflict, workload, and work-family conflict)
5	Job insecurity
6	Neuroticism
7	Organizational work-family climate
8	Psychological distress
9	Qualitative job insecurity
10	Role stress
11	Supervisor/supervisor incivility
12	Workplace harassment—sexual harassment and workplace emotional aggression
13	Work well-being—burnout
14	Workplace abuse

Table 7.

Group “C” independent variables.

SN	Independent variables
1	Affective commitment (intrinsic JS)
2	Role ambiguity
3	Work stress

Table 8.

Group “D” independent variables.

SN	Independent variables
1	Affective commitment (intrinsic and extrinsic)
2	Clarity of mission
3	Clear goals and performance feedback
4	Cognitive trust
5	Continuous commitment
6	Core job characteristics
7	Decent work
8	Demand-ability
9	Distributive justice
10	Effective senior management
11	Emotional intelligence
12	Empathetic leadership (praise, support, trust, and encouragement)
13	Entrepreneurial leadership
14	Feelings for the organization
15	Relationship with co-workers
16	Idealized influence
17	In-role performance
18	Intellectual stimulation
19	Job resources (autonomy, collaboration, control, performance, leadership, social support, and team climate)
20	Leader-member exchange
21	Life satisfaction
22	Locus of control
23	Need–supply
24	Advancement opportunity
25	Participation in decision making
26	Normative organizational commitment
27	Perceived insider status
28	Personal initiative
29	Person-environment/job/supervisor fit
30	Presence of core value
31	Professional growth opportunity
32	Professional identity
33	Psychological capital
34	Rational contract of employees
35	Recognition
36	Responsibility
37	Seasonal employment
38	Senior leader support
39	Servant leadership
40	Task identity, performance, and significance
41	Trait mindfulness
42	Trust in organization
43	Value–congruence
44	Voice behavior
45	Work well-being and engagement
46	Work-life balance

Table 9.

Motivational theories and their relevance to workplace dynamics.

Motivational theories	Independent variables
Emotional intelligence model	Emotional intelligence
Employment characteristics	Seasonal or part-time employment
Equity theory	Perceived justice or organizational justice (distributive justice)
Expectancy theory	Opportunity for advancement; recognition; and responsibility
Entrepreneurial leadership theory	Entrepreneurial leadership
Organizational commitment theory	Continuous commitment, affective commitment (intrinsic and extrinsic), and normative commitment
Positive psychology and self-determination theory	Personal traits (trait mindfulness; life satisfaction; presence of core value)
PsyCap theory	Psychological capital (also related to the positive organizational behavior framework)
Self-determination theory social exchange theory	Rational contract (task performance through psychological contract)
Self-determination theory	Participation in decision making; decent work
Self-determination theory and expectancy theory	Work-life balance; work well-being
Social exchange theory	Cognitive trust; trust in organization; good relationship with co-workers; good feelings for organization (extrinsic)
Social identity theory	Perceived insider status (in-role performance; personal initiative; voice behavior)
Job characteristics theory	Clear goals (extrinsic); skill variety; task identity; task performance; task significance; autonomy; work engagement
Job Demand-Resources (JD-R) model	Job resources (autonomy; collaboration; leadership; social support; team climate; performance feedback; job control; demand-ability; need-supply; person-environment fit; value-congruence; person-job fit; person-supervisor fit)
Maslow’s need theory	Clarity of mission; opportunity for advancement (extrinsic); recognition (extrinsic); responsibility (extrinsic); presence of core value (intrinsic); professional identity; professional growth opportunity
Transformational Leadership, Leader-Member Exchange (LMX) theory, and contingency theory	Idealized influence; intellectual stimulation, effective senior management; senior-leader support, servant leadership; empathetic leadership (praise, encouragement, support, and trust)

Motivational factors serve as insightful frameworks that help to understand employees’ behavior at the workplace. By aligning these theories with factors influencing JS and TI, organizations can gain profound insights into the drivers of employee actions which establishes a foundational understanding necessary for the implementation of strategies aimed at effectively addressing employee needs and motivations.

Conclusion

The SLR of existing literature on job satisfaction and turnover intention reveals a growing body of research in this field. Exploring the existing literature highlights key factors influencing employee turnover intention, including job satisfaction, perceived ease of use, trust, social influence, attitude, and facilitating conditions, conversely, perceived risk and perceived cost emerge as significant negative predictors of job satisfaction.

Notably, this study identifies gaps in the existing literature, with a limited geographical scope and a predominance of qualitative research methods like longitudinal or experimental research methods. Future studies need to expand on these findings, exploring the complex relationships between JS, TI, and organizational outcomes in diverse contexts. Additionally, incorporating qualitative and mixed-methods approaches will provide a more comprehensive understanding of this critical issue. By addressing these gaps, researchers and practitioners can develop effective strategies to enhance job satisfaction, reduce turnover intention, and promote sustainable employment practices.

Limitation/s and future directions

This review aims to contribute to the ongoing conversation and knowledge-building process in the field, but it does not establish causal relationships or provide managerial implications. By acknowledging the limitations of the SLR, the results can be considered as a foundation for future research.

Researchers need to evolve existing theories of JS and TI rather than remain confined to traditional perspectives. Theories must be used as a foundation to develop new, more relevant theories that align with contemporary organizational dynamics. This will enable a deeper understanding of the intricate factors influencing JS and TI.

Future research could explore the complex relationships between the identified independent variables and dependent variables (JS and TI), using longitudinal or experimental designs to establish causality. Investigating context-specific factors, such as industry or organizational size, may also provide a more nuanced understanding of the relationships.

Statements and declarations

Footnotes

Author contributions

Interpretation or Analysis of Data: Swati Jogi and Supriya Srivastava.

Revision for Important Intellectual Content: Bráulio Alturas and Supriya Srivastava.

Supervision: Kamal Kant Vashisth and Devesh Kumar.

Conflicting interests

The authors declared the following potential conflicts of interest with respect to the research, authorship, and/or publication of this article: The authors whose names are listed immediately below certify that they have no affiliations with or involvement in any organization or entity with any financial interest (such as honoraria; educational grants; participation in speakers’ bureaus; membership, employment, consultancies, stock ownership, or other equity interest; and expert testimony or patent-licensing arrangements) or non-financial interest (such as personal or professional relationships, affiliations, knowledge, or beliefs) in the subject matter or materials discussed in this manuscript.

Funding

The authors received no financial support for the research, authorship, and/or publication of this article.

Declaration of generative AI

No AI tool has been used to generate this study. However, the “Grammarly” tool has been used for grammatical correction.

ORCID iDs

Swati Jogi

Kamal Kant Vashisth

Supriya Srivastava

Bráulio Alturas

Devesh Kumar

Appendix

Appendix I.

Publication per source.

Authors	Title	Source title	Citation
⁵²	Decent Work And Turnover Intention Among New generation Employees: the Mediating Role Of Job Satisfaction And The Moderating Role Of Job Autonomy	Sage Open	15
⁵³	Turnover Intentions Among Gen Y In Malaysia’s Banking Industry	International Journal of Management and Sustainability	12
⁵⁴	The Mediating Role Of Job Satisfaction in The Relationship Between FWAs And Turnover Intentions	Sustainability (Switzerland)	3
⁵⁰	Turnover in Japanese IT Professionals: antecedents And Nuances	Australasian Journal of Information Systems	3
⁵⁵	Relationship Between effort-reward Imbalance, Job Satisfaction, And Intention To Leave The Profession Among The Medical Staff Of Qom University Of Medical Sciences	Frontiers of Nursing	3
³⁸	Determinants of Turnover Intention: the Case Of Public servants in Vietnam	Problems and Perspectives in Management	3
³²	A South African Study On Antecedents Of Intention To Quit Amongst Employees in Bed And Breakfast Establishments in The free state Province	Southern African Journal of Entrepreneurship and Small Business Management	3
⁴⁶	Demographic differences Matter On Job Outcomes: psychological contract’s Mediating Role	Business, Management, and Economics Engineering	2
³⁰	Exploring Job Satisfaction And Intentions To Quit Among Security officers: the Role Of Work hygiene And motivator Factors	Social Sciences	2
⁵⁶	Person–Organization Fit, Job Satisfaction, And Intention To Leave in The South African Social Development Sector	South African Journal of Economic and management Sciences	2
¹⁷	Effects Of Customer Incivility On Turnover Intention in China's Hotel Employees: a Chain Mediating Model	Journal of Hospitality and Tourism Management	1
⁶	The Relationship Between Job Satisfaction And actual Voluntary Turnover: the Moderating Role Of locus Of control Based On a Longitudinal Analysis	Humanities and Social Sciences Letters	1
²¹	Fire in The Belly: the Impact Of Despotic Leadership On Employees Work-Related Outcomes in The Hospitality Setting	International Journal of Contemporary Hospitality Management	22
⁴	The Effect Of Protean Careers On Talent Retention: examining The Relationship Between Protean Career Orientation, Organizational Commitment, Job Satisfaction And Intention To Quit For Talented Workers	International Journal of Human Resource Management	21
²⁵	Fear of COVID-19 and its Impact on Job Satisfaction and Turnover Intention Among Egyptian Physicians	Safety and Health at Work	12
²⁶	Employees’ Perceptions Of Corporate Social Responsibility And Ethical Leadership: Are They Uniquely Related To Turnover Intention?	Social Responsibility Journal	7
⁵⁷	Current Status and Related Factors of Turnover Intention of Primary Medical Staff in Anhui Province, China: A Cross-sectional Study	Human Resources for Health	6
²⁴	High-Performance Work Practices and Turnover Intention: Investigating the Mediating Role of Employee morale and the Moderating Role of Psychological Capital	Sage Open	5
²⁷	Employee Engagement Among millennial Workforce: Empirical Study on Selected Antecedents and Consequences	Sage Open	3
⁵⁸	Fit to Last? Investigating How person-Job Fit and person-Organization Fit Affect Turnover Intention in the Retail Context	Organizations and Markets in Emerging Economies	3
⁴⁰	Military Experience in Civilian Government Organizations: An Exploratory Study of its Effects on a Range of Work Attitudes And Behaviors	Administrative Sciences	2
⁴⁷	The Effect of Psychological Contract on Job-Related Outcomes: The Moderating Effect of Stigma Consciousness	Cogent Business and Management	2
⁵⁹	Self-perceptions of Organizational Justice and Burnout in Attitudes and Behaviors in the Work Of Internal Auditors	Revista Brasileira de Gestao de Negocios	1
⁶⁰	Empathetic Leadership, Job Satisfaction, And Intention to Leave Among Millennials in a start-Up Industry: Needs’ Satisfaction as a Mediating Variable	Journal of Indonesian Economy and Business	1
⁶¹	Understanding Intention to Quit Amongst Artisans and Engineers: The Facilitating Role Of Commitment	SA Journal of Human Resource Management	1
⁶²	Final Clinical Practicum, Transition Experience and Turnover Intentions Among Newly Graduated Nurses: A Cross-sectional Study	Nurse Education Today	24
⁵	Organizational Ethnic Diversity’s Influence on Hotel Employees’ Satisfaction, Commitment, and Turnover Intention: Gender’s Moderating Role	Journal of Hospitality and Tourism Research	19
⁶³	Predicting Manufacturing Employee Turnover Intentions	Journal of Economics, Finance, and Administrative Science	15
²⁸	Using the Job Demands–Resources Model To Evaluate Work-Related Outcomes Among Norwegian Health Care Workers	Sage Open	13
²²	The Impact of Workplace Harassment And Domestic Violence on Work Outcomes in the Developing World	World Development	13
⁶⁴	Sustainable Relationship Development Between Hotel Company and its Employees: Linking Job Embeddedness, Job Satisfaction, Self-efficacy, Job Performance, Work Engagement, and Turnover	Sustainability (Switzerland)	11
⁶⁵	The Effect of Talent Management Practices On Employee Turnover Intention in the Information and Communication Technologies (ICTs) Sector: Case Of Jordan	Problems and Perspectives in Management	9
²³	Taking a Closer Look at Bus Driver Emotional Exhaustion And Well-Being: Evidence From Taiwanese Urban Bus Drivers	Safety and Health at Work	9
¹⁸	Toxic Leadership: Effects On Job Satisfaction, Commitment, Turnover Intention and Organizational Culture Within the South African Manufacturing Industry	SA Journal of Human Resource Management	7
⁶⁶	Career Anchors Of IT/IS Personnel: A Cross-Culture Research Based on the Guanxi Culture Theory	Journal of Global Information Management	6
⁶⁷	The Indirect Effect of Servant Leadership On Employee Attitudes Through Diversity Climate in Selected South African Organizations	SA Journal of Human Resource Management	6
³⁹	Effects of Family-supportive Supervisor Behaviors and Organizational Climate On Employees	European Journal of Training and Development	5
⁶⁸	Training Effectiveness and Employee Outcomes: A Study Of an Australian Manufacturing Organization	European Journal of Training and Development	5
⁶⁹	Islamic Job Satisfaction, Organizational Commitment, and Intention To Leave: Moderating Role Of Islamic Work Ethics	Management Science Letters	5
⁴²	Human Resource Management Practices and Person-Organization Fit Towards Nurses’ Job Satisfaction	Management Science Letters	4
¹⁹	Relationships Between Employee Retention Factors and Attitudinal Antecedents of Voluntary Turnover: An Extended Structural Equation Modelling Approach	SA Journal of Human Resource Management	2
⁷⁰	How do Job-Related Constructs Determine Employee Turnover? Serbian Hotels Example	Journal of the Geographical Institute Jovan Cvijic SASA	2
⁷¹	The Influence of heavy Work Investment on Work Outcomes in the Hospitality Industry in Serbia	Amfiteatru Economic	1
⁴¹	A Comprehensive Assessment of the Person-Environment Fit Dimensions and Their Relationships with Work-Related Outcomes	Journal of Career Development	28
³⁶	Perceived Organizational Support, Alternative Job opportunity, Organizational Commitment, Job Satisfaction and Turnover Intention: S Moderated-Mediated Model	Organizacija	24
⁷	Entrepreneurial Leadership and Turnover Intention in Startups: Mediating Roles Of Employees’ Job Embeddedness, Job Satisfaction and Affective Commitment	Sustainability (Switzerland)	20
⁷²	Psychological Empowerment and Employee Attitudinal Outcomes: The Pivotal Role of Psychological Capital	Management Research Review	7
³¹	Job Stress and Turnover Intention Revisited: Evidence From Korean Firms	Problems and Perspectives in Management	5
⁷³	Dual Normative Commitments Mediating the Relationship Between Perceived Investment in Employees’ Development and Intention to Leave Among the Healthcare Workforce in Underserviced Areas Of Taiwan	Rural and Remote Health	2
³⁵	Trust in Organization as a Moderator of the Relationship Between Self-efficacy and Workplace Outcomes: A Social Cognitive Theory-based Examination	Journal of Occupational and Organizational Psychology	51
⁴⁵	Organization Sustainability Through Human Resource Capital: The Impacts Of Supervisor Incivility and self-efficacy	Sustainability (Switzerland)	36
¹⁶	Abusive Customer Behaviour and Frontline Employee Turnover Intentions in the Banking Industry: The Mediating Role of Employee Satisfaction	Cogent Business and Management	32
⁷⁴	Societal Individualism–Collectivism and Uncertainty Avoidance as Cultural Moderators Of Relationships Between Job Resources and Strain	Journal of Organizational Behavior	27
³⁴	The Relationship Among Job Characteristics Organizational Commitment and Employee Turnover Intentions: A Reciprocation Perspective	Journal of Work-Applied Management	26
⁴³	Role Stress and Turnover Intentions Among Information Technology Personnel in South Africa: The Role Of Supervisor Support	SA Journal of Human Resource Management	13
⁴⁹	Impact of Trait Mindfulness on Job Satisfaction and Turnover Intentions: Mediating Role of Work-Family Balance and Moderating Role of Work-Family Conflict	Cogent Business and Management	13
⁷⁵	Perceived Insider Status and Job Design Predict Job Attitudes and Work Performance of restaurant Employees	Journal of Hospitality and Tourism Research	9
⁴⁴	Role Stress and its Outcomes: Evidence From Hotel Industry of Pakistan	Journal of Applied Structural Equation Modeling	5
⁷⁶	Impact of Core-Self-Evaluation and Job Satisfaction on Turnover Intentions: A Study Of Indian Retail Sector	Organizations and Markets in Emerging Economies	5
³⁷	Analysis of Turnover Intention Power Factors: A Case Study of Retail Company in Jakarta	Management Science Letters	2
³³	How Entrepreneurial Leaders Use Emotional Labour to Improve Employee Attitudes and Firm Performance	International Journal of Work Organisation and Emotion	1
⁸	Antecedents of Turnover Intention: Focused on Employees of the Corporation Including Distribution in China, Japan, and Korea	Journal of Distribution Science	0
²⁹	Mediation of Job Embeddedness and Satisfaction in the Relationship Between Task Characteristics and Turnover: A Multilevel Study in Portuguese Hotels	International Journal of Contemporary Hospitality Management	63
⁹	Job Security as a Threatened Resource: Reactions to Job Insecurity in Culturally Distinct Regions	International Journal of Human Resource Management	23
⁴⁸	Motivating Information Technology Professionals: The Case Of New Zealand	Australasian Journal of Information Systems	9
²⁰	A socioecological Approach to relational demography: How Relative Representation and Respectful Coworkers Affect Job Attitudes	Journal of Business and Psychology	8
⁷⁷	The Mediating Effect of Leader-Member Exchange in Relationship with Emotional Intelligence, Job Satisfaction, and Turnover Intention	Cogent Business and Management	7

Appendix II.

Factors exhibiting duel correlation with job satisfaction and turnover intention.

S.N.	Common independent variables	Dependent variables
		Job satisfaction			Turnover intention
		+Ve	−Ve	No effect	+Ve	−Ve	No effect
1	Compensation/benefits	2	—	—	—	1	1
2	Job characteristics	1	—	—	1	1	1
3	Job embeddedness	2	—	—	1	2	—
4	Job stress	—	1	—	1	—	1
5	Normative commitment	1	1	2	2	1	—
6	Organizational citizenship behavior	2	—	—	1	1	—
7	Organizational commitment	3	—	1	—	7	—
8	Person-organizational fit	2	1	—	2	2	—
9	Procedural justice	1	—	—	—	1	—
10	Self-efficiency	3	—	—	4	1	—
11	Supervisor or supervisor support	4	—	—	—	3	—
12	Training and development	1	—	—	2	—	—
13	Work itself	4	—	—	1	2	—
14	Work-family conflict	1	2	1	1	1	—

Appendix III.

Significant correlation of job satisfaction and turnover intention.

	Turnover intention (dependent variable)
Independent variable	+ Ve effect	−Ve effect	No effect
Job satisfaction	1	31	1

Appendix IV.

Significant correlation of turnover intention and job satisfaction.

	Job satisfaction (dependent variable)
Independent variable	+ Ve effect	−Ve effect	No effect
Turnover intention	1 (decreasing)	9	0

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