Employees rarely leave organizations for a single reason. Research consistently shows that turnover is driven by an accumulation of organizational, job-related, and personal factors. Poor work environments, limited growth opportunities, misalignment of values, and sustained stress or burnout emerge most frequently across studies.
Core Categories of Turnover Drivers
1. Work Environment and Organizational Culture
A weak or toxic organizational culture is one of the most powerful predictors of employee turnover. Experiences of bullying, unfair treatment, low organizational justice, and psychologically unsafe environments significantly increase intentions to leave (Sulastri et al., 2025; Sun et al., 2025; Ak, 2018; Barak et al., 2001).
Leadership quality plays a critical role in shaping these experiences. Poor leadership, limited supervisory or organizational support, and rigid, inconsistent, or unclear policies are strongly associated with higher resignation rates (Sulastri et al., 2025; Ghani et al., 2022; Al-Kahtani, 2015; Poon et al., 2022; Ak, 2018; Petrucci & Margarito, 2025).
In addition, a mismatch between individual values and organizational norms—often described as low person–organization fit—consistently predicts employees’ decisions to exit (Mardiyah & Sartika, 2025).
2. Job Design, Rewards, and Career Opportunities
Compensation remains a central factor in turnover decisions, particularly when employees perceive pay, benefits, or recognition as insufficient or disconnected from performance. Inadequate reward systems are repeatedly identified as strong push factors (Sulastri et al., 2025; Chiat & Panatik, 2019; Ghani et al., 2022; Al-Kahtani, 2015; Ak, 2018; Petrucci & Margarito, 2025).
Equally important are opportunities for growth. Limited career advancement, lack of learning and development, and repetitive or monotonous job roles encourage employees to seek alternatives elsewhere (Sulastri et al., 2025; Chiat & Panatik, 2019; Ghani et al., 2022; Abdolmaleki et al., 2024; Petrucci & Margarito, 2025).
Turnover intentions also rise when there is poor person–job fit, such as underutilized skills, role misalignment, or low perceived job security (Sulastri et al., 2025; Al-Kahtani, 2015; Mardiyah & Sartika, 2025).
3. Stress, Burnout, and Work–Life Balance
Across sectors, stress and burnout are among the most robust predictors of employee turnover. High workloads, chronic pressure, emotional exhaustion, and role overload are particularly salient in healthcare and human service professions (Poon et al., 2022; Hom et al., 2012; Barak et al., 2001; Petrucci & Margarito, 2025; Tolksdorf et al., 2022).
A lack of flexibility further exacerbates these pressures. Long working hours, inflexible schedules, and poor work–life balance significantly increase employees’ intentions to leave (Sulastri et al., 2025; Ghani et al., 2022; Poon et al., 2022; Petrucci & Margarito, 2025).
4. External Opportunities and Personal Factors
Turnover decisions are also shaped by conditions outside the organization. Attractive job alternatives—such as better compensation, working conditions, or value alignment—make leaving more likely, particularly when internal conditions are already strained (Chiat & Panatik, 2019; Al-Kahtani, 2015; Silva & De Carvalho, 2025).
Broader contextual shifts, including economic shocks, pandemics, and changes in work models (e.g., remote work and hybrid arrangements), have triggered widespread re-evaluation of career priorities. These dynamics were especially visible during the Great Resignation, when many employees reassessed their relationship with work and chose to exit unsatisfying roles (Estiana et al., 2025; Mardiyah & Sartika, 2025; Liu-Lastres et al., 2022; Hom & Kiazad, 2024).
Conclusion
The research clearly shows that employees rarely leave impulsively or for a single isolated reason. Instead, turnover typically results from a gradual misalignment between organizational conditions, job design, and personal values—often intensified by sustained stress and the visibility of better alternatives. Organizations seeking to reduce turnover must therefore take a systemic approach, addressing culture and leadership quality, reward and career systems, meaningful growth opportunities, and sustainable work–life balance.
