Turnover reasons are more complex than “people quit bosses”: An approach-avoidance perspective

Abstract

The claim that people quit bosses is common on career websites and has even entered academic articles. From an approach-avoidance lens, the boss adage suggests that voluntary turnover is about escaping from somebody negative, which neglects potential approach-oriented reasons. We organize common turnover reasons within the motivational framework of approach and avoidance and explore whether and to what extent avoidance-oriented turnover reasons (among them boss issues) really outweigh approach-oriented ones. Leveraging different data sources—a systematic literature review, an online survey, and exit interviews—we also pursue a combinational approach and discuss findings from a measurement perspective. Overall, findings suggest that avoidance-related turnover reasons are somewhat more important than approach-oriented reasons. Stress (due to work overload) emerged as the most important avoidance-related reason, followed by boss issues. Yet, these two reasons were rarely employees' sole turnover reasons. Avoidance- and approach-oriented reasons often occurred in combination, and approach-related reasons such as the opportunity for advancement elsewhere were sometimes equally or even more important. Further, approach-oriented reasons related to advancement were more salient in exit interviews, and boss issues were more salient in employee online-reviews of their former employers. Altogether, we conclude that the boss adage is too much of a simplification of the complex reality of approach-and-avoidance-related turnover reasons. We further conclude that turnover reasons should be understood considering their assessment purpose and that it is meaningful to consider different combinations and types of leaving. Finally, we present ideas on how future research can utilize the approach-avoidance-perspective on turnover reasons.