With the onset of the “Great Resignation” following the onset of the COVID-19 pandemic, employees are quitting jobs at unprecedented levels.... Show moreWith the onset of the “Great Resignation” following the onset of the COVID-19 pandemic, employees are quitting jobs at unprecedented levels. Although the traditional model of turnover (Mobley, 1977; Mobley, Griffeth, Hand, & Meglino, 1979) links job attitudes and turnover intentions as key determinants in understanding the turnover process, there is a growing recognition of the importance of studying contextual variables, namely social relations, in expanding our understanding of employee turnover and retention. Job embeddedness (Mitchell et al., 2001) and social capital theories (Granovetter, 1973; Burt, 1992; Lin, 1982) implicate employees’ social networks as additional factors worth investigating in understanding employee turnover. The aim of the current study was to study an expanded model of turnover by examining whether different types of social relationships at work differentially related to work experiences and attitudes that, in turn, related to turnover intentions. The current research leveraged an ego-centric method to collect information on employees’ social networks at work along with work experience and attitudinal constructs. The results of the study found that expressive relationship networks (i.e., friendship networks) had a positive, significant effect on employees’ job embeddedness, with an indication of a marginal indirect effect with organizational commitment. Surprisingly, employees’ instrumental networks were not significantly related to any work experience or attitudinal factors. There was no support for the hypothesized indirect effects linking social networks, work experiences and attitudes, and turnover intentions. Practical implications and directions for future research are discussed. Show less
