Job performance and turnover: A review and integrative multi-route model

Research and theory on the elusive yet important relationship between indiv idual job performance and employee turnover is reviewed. An integrative mod el of the relationship is proposed which argues that performance may lead t o turnover through three different routes. One, performance may influence t urnover through cognitive and affective evaluations of the desire to leave the organization. Two, performance may influence turnover through actual an d perceived mobility in the job market. Three, performance may lead more di rectly to turnover in response to performance-related shocks to the system. Additionally, important moderators of these relationships, notably visibil ity and reward contingency, are highlighted.