Exploring the interpersonal determinants of job embeddedness and voluntary turnover : A conservation of resources perspective

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

28 Scopus Citations
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  • Long Zhang
  • Chuanhao Fan
  • Yulin Deng
  • Enhua Hu
  • Lingyun Wang

Related Research Unit(s)


Original languageEnglish
Pages (from-to)413-432
Journal / PublicationHuman Resource Management Journal
Issue number3
Online published29 Mar 2019
Publication statusPublished - Jul 2019


This paper draws on a conservation of resources perspective to understand employee voluntary turnover. We conceptualise voluntary turnover as an outcome of resource loss, and we view job embeddedness as an indication of resource levels. On the basis of this conceptualisation, we propose that workplace ostracism and leader–member exchange (LMX) affect voluntary turnover via job embeddedness. We also propose an interaction effect of workplace ostracism and LMX: Workplace ostracism increases voluntary turnover by depleting job embeddedness only when people experience high‐quality LMX. Data from 352 employees in a Chinese software company obtained through a three‐wave survey support our model. Our findings illuminate the resource consequences of interpersonal interactions on job embeddedness and voluntary turnover, and we offer practical implications for employee retention.

Research Area(s)

  • job embeddedness, leader–member exchange, ostracism, voluntary turnover

Citation Format(s)