Examining the effect of network centrality on turnover intentions through a social support lens
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Employee Turnover has long been a topic of inquiry in the academic literature in management and social science beginning with the seminal work of March and Simon (1958) who proposed a turnover model based on perceived desirability of the job (i.e., job satisfaction) and individual characteristics that promoted ease of movement between organizations. A recent line of research in organizational communication by Feeley and Barnett (1997) was the first to suggest that an employee's centrality in one's communication network predicts turnover. This study at a large non-profit in New England continues the process of examining how network centrality, strength of ties and specifically social support affect the turnover intention process. Results from the study indicated that social support and strength of ties are significant predictors of turnover intention in the workplace, but unlike earlier studies did not find in-degree centrality to be similarly related. In addition, level of stress also significantly predicted turnover intention. The study introduced a new 3-question scale to measure social support in the workplace. It represents the first formal test of the Workplace Social Support Sub-scale (WSSSu).