Job satisfaction and psychological well-being as nonadditive predictors of workplace turnover

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.