Job satisfaction and psychological well-being as nonaddtive predictors of workplace turnover
By: WRIGHT, Thomas A
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Contributor(s): BONETT, Douglas G.
Material type: 
ArticlePublisher: London, UK : Sage Publications, April 2007Journal of Management : J.O.M 33, 2, p. 141-160Abstract: Data from a 2-year field study were used to examine the relationships among psychological well-being, job satisfaction, and employee job performance with employee turnover. Using a sample of 112 managers employed at a large organization on the West Coast of the United States, and controlling for employee age, gender, ethnicity, and job performance, well-being and job satisfaction were found to predict turnover in a nonadditive manner. As expected, well-being was found to moderate the relation between job satisfaction and job separation, such that job satisfaction was most strongly (and negatively) related to turnover when well-being was low
Data from a 2-year field study were used to examine the relationships among psychological well-being, job satisfaction, and employee job performance with employee turnover. Using a sample of 112 managers employed at a large organization on the West Coast of the United States, and controlling for employee age, gender, ethnicity, and job performance, well-being and job satisfaction were found to predict turnover in a nonadditive manner. As expected, well-being was found to moderate the relation between job satisfaction and job separation, such that job satisfaction was most strongly (and negatively) related to turnover when well-being was low
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