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Job Satisfaction and Psychological Well-Being as Nonadditive Predictors of Workplace Turnover

Managerial Sciences Department, University of Nevada, Reno, Reno, NV 89557-0206

Douglas G. Bonett

Departments of Statistics and Psychology, Iowa State University, Ames, IA 50011

Data from a 2-year field study were used to examine the relationships among psychological well-being, job satisfaction, and employee job performance with employee turnover. Using a sample of 112 managers employed at a large organization on the West Coast of the United States, and controlling for employee age, gender, ethnicity, and job performance, well-being and job satisfaction were found to predict turnover in a nonadditive manner. As expected, well-being was found to moderate the relation between job satisfaction and job separation, such that job satisfaction was most strongly (and negatively) related to turnover when well-being was low.

Key Words: job satisfaction • psychological well-being • turnover • Conservation of Resources Model

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