Intention to quit as precursor of voluntary turnover: Person–organisation fit and the psychological contract – a talent management quandary

Abstract

The purpose of this study was to determine the relationship between person– organisation fit and an individual’s intention to leave the organisation (turnover intention) as a precursor to voluntary turnover. The impact the psychological contract has on the individual’s intention to leave the organisation (turnover intention) was also determined. The study included an analysis of specific groups in the organisation that pose a higher risk of voluntary turnover. The sample for the study consisted of 1920 participants, with 60 randomly selected employees from 32 organisations. The person–organisation fit instrument consisted of three factors, namely indirect fit, direct fit and person–job fit (nine items in total). The instrument that measures psychological contract consisted of two factors, namely self and organisational items (six items). The turnover intention measure consisted of four items. All three instruments reported acceptable psychometric properties. Indirect fit (organisation fit as values congruence) and direct fit (needs–supplies fit) each explain 15% of the variance in turnover intention, with psychological contract adherence – organisation/ employer explaining 3%, the total variance explained by the model being 33%. Significant differences between groups were also reported, with the higher risk groups (for leaving the organisation) being the support/non-core employees, the non-management group and the professionally qualified, experienced specialists. The results of this study were converted into practical recommendations in terms of proposed interventions on the part of the HR fraternity to retain high-performing employees, with specific reference to the person–organisation fit and subsequent adherence to the psychological contract.