“I Put In My Two Weeks Notice!” Employee Behavior and Wellness Prior to Exit

Bibliographic Data

ID21581489
AuthorsYoung‐Kook Moon (0000-0003-2587-185X, Central Michigan University, Mount Pleasant, MI, USA), Young-Kook Moon (Central Michigan University, corresponding author), Kimberly E O’Brien (Central Michigan University, Mount Pleasant, MI, USA)
Year2023
Volume50
Issue6
Pages1172-1188
Publication date2023-12-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Career Development (JOURNAL)
Journal identifiersISSN: 0894-8453 • E-ISSN: 1556-0856
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/08948453231163499
OpenAlexW4324131325
LanguageEN
Citations received1
References cited43

Previous research has identified four distinct “proximal withdrawal states” among employees. That is, employees can generally be distinguished by their desire to stay or leave (e.g., “stayers” or “leavers”) and their control over this desire (e.g., “enthusiastic” versus “reluctant” staying or leaving). However, little is known about how these withdrawal states impact voluntary behavior and employee wellness. Thus, we examined these relationships in US ( n = 516) and South Korea ( n = 414). Latent profile analysis indicated that there are two profiles of stayers (i.e., embedded stayers and detached stayers) and two of seekers (i.e., dissatisfied seekers and script-driven seekers) in both samples. US and Korean profiles were consistent, except seekers differed by country based on planning, job seeking, and socio-emotional reasons. We also found that profiles differentially predicted work behaviors and wellness outcomes, such that embedded stayers showed most adaptive behavioral patterns, whereas script-driven seekers reported the least wellness

Demographic economics · Economics · Management · Notice · Political science · Seekers · Turnover · Employment and Welfare Studies · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Work-Family Balance Challenges