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...s of varioussindividual-level predictors of turnover, including employee demographics, job satisfaction,sorganizational commitment, and embeddedness (for reviews, see Griffeth, Hom, & Gaertner,s2000; =-=Holtom, Mitchell, Lee, & Eberly, 2008-=-). The predominant attention given to antecedentssof turnover is likely based on the supposition that turnover results in substantial and meaningfulsconsequences for organizations. While the study of ...

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...ected data to identify emergent variables and relationships, (2) substantiate the tentative findings with existing literature and (3) integrate them into a conceptual framework (Eisenhardt 1989). Theoretical Background Voluntary turnover and organizational identification Employee turnover, as a voluntary phenomenon, refers to an individual’s self-initiated and permanent termination of membership in an organization (Mobley 1982). Academic interest 4 in voluntary turnover results from the fact that organizations have less control over employeeinitiated turnover than company-initiated discharge (Holtom et al. 2008). Also, since highperforming employees are thought to have access to more external employment opportunities than poor performers and are therefore more likely to quit (Trevor 2001), voluntary turnover is particularly harmful for organizational performance (Glebbeck and Bax 2004). The last decades have seen extensive conceptual and empirical research on turnover that has produced a deluge of models, variables and correlates. Whereas the majority of studies have focused on individual-level and primarily job-related predictors of turnover (Maertz and Campion 1998; Griffeth et al. 2000), scholars ...

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...on in general and that training organisational mission, goals and irection, and employee recognition, rewards and compensation ositively reduced non-management employee turnover in the nited States lodging industry. Davidson et al. (2010), following esearch in Australian four and five star hotels, recommended that he major costs associated with labour turnover should be examned closely, as they impact substantially on hotel operating costs nd profitability and, in turn, can impact on levels of service and onsumer experience and value. Following their review of turnover nd retention research, Holtom et al. (2008) called for an examinaion of several key issues over the next decade, including differences cross cultures, temporal aspects (early as opposed to late turnover) nd the consequences of turnover, which are considered in the resent study, and also the influence of social networks, multievel investigations of turnover, and other types of withdrawal such s retirement. In their article Lee and Way (2010) conclude thatspitality Management 32 (2013) 31–39 individual job characteristics should receive special consideration as they appear to have a highly significant but at the same time considerably va...

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...sting factors that are thought to embed international assignees in the organization. Theoretically, we build on previous retention/turnover studies that propose a hierarchy of attachment drivers (see =-=Holtom, Mitchell, Lee, & Eberly, 2008-=-) and contend that the three facets of organizational embeddedness do not influence retention in the same, direct manner. Rather, we integrate social resources, social identity, and social exchange th...

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... thought of as as3swithdrawal behavior, and has found support as coming before an individual makes thesdecision leave an organization (Bluedorn, 1982), and also as coming after that decision issmade (=-=Holtom, Mitchell, Lee, & Eberly, 2008-=-).sJob search behaviors change over time (Saks & Ashforth, 2000) and aresconceptualized as a “time-lapse process” (Steel, 2002:sp. 357).sThe purpose of this studysis to explore job search behaviors, a...

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...rage counterparts.s2sFrom a managerial perspective, this suggests that the retention of high-qualitysemployees is incredibly important today and will be equally, if not more, important in thesfuture (=-=Holtom, Mitchell, Lee, & Eberly, 2008-=-).sRecognizing this issue, over 1500sstudies have been done to better understand individual’s turnover decisions (Holtom etsal., 2008).sTurnover is defined as the act of an employee leaving an organiz...

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...ive to representation in a single predictive model and that we do not yet fully understand (Johns, 2006).sThis may explain why practitioners do not seem to be reading research in the turnoversdomain (=-=Holtom, Mitchell, Lee, & Eberly, 2008-=-; Kaye & Jordan-Evans, 2008), contributing to an important bifurcation between scholarship and practice on this topic. This issue became especially salient to the first author, who, as a scholar pract...

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... & Soskice, 2001). Second, Germany has undergone quite significant deregulation over the past two decades. Major indicators are the reduced coverage of workers by collective agreements (Ellguth & Kohaut, 2013), the emergence of legally covered low-paid jobs (‘1 Euro jobs’), and the loosening of lay-off protection. Third, Germany was and is one of the major economies in the world often labeled as positive role model. We make three contributions to the literature. First, we address the consequences of job changes. While most turnover models focus on the antecedents of turnover (for a review see Holtom, Mitchell, Lee, & Eberly, 2008), we take a look at the results of job changes in the period from 1985 to 2013. Second, and linked with the first contribution, we focus on both objective (income) and subjective (satisfaction) consequences over time and, contrary to contemporary research in which involuntary job change and VJC are often mixed (Capelli & Hamori, 2007), we will consider VJC only. Third, we address this issue longitudinally and concentrate on a specific career context (Germany) in the course of 28 years, taking advantage of data from the German Socio Economic Panel (GSOEP), a large scale representative data set...