Despite rich evidence suggesting that perceptions of organizational politics are significantly related to turnover intentions, the reasons of the relationship are unexplored. This study aims to determine whether job burnout can serve as a mediator in the relationship between perceptions of organizational politics and turnover intentions and which component of burnout is most effective in mediating this relationship. Moreover, burnout was investigated in a profession outside human services. Multiple regression analyses were employed to examine the relative importance of different components of burnout in mediating the effects of perceptions of politics on turnover intentions. The results revealed that exhaustion and cynicism were significantly and positively related to turnover intentions, and exhaustion was a more effective mediator than cynicism. Implications for understanding the role of burnout are discussed.A work environment that is political in nature can engender negative reactions on the behavior and attitudes of employees, such as diminished job satisfac tion 1 and lower organizational commitment, 2 and such an environment can lead to greater turnover rates if employees are unable to tolerate the situation. 3 Despite rich evidence suggesting a relationship between organizational politics and job attitudes, very little research has sought to investigate the reasons for the possibil ity that organizational politics may lead to negative attitudinal results. Being discon tented with irrational policies and practices of the organization or being tired of the political behavior of co-workers or supervisors, an employee may feel emotionally exhausted, indifferent in his or her work and/or reluctant to devote him/herself to work with professionalism. This psychological phenomenon can exert negative impacts on individuals, causing physical and mental problems, such as fatigue, headaches, depression, anxiety and deterioration of family and social relationships. 4 This syndrome may also result in a strong intention to leave the job and even actual turnover. 5 Accordingly, job burnout could be critical in explaining the relationship

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PurposeThe purpose of this paper is to examine the effect of individual‐based, firm‐based, and market factors on job retention, basing its hypotheses on human capital theory and signaling models.Design/methodology/approachBy collecting secondary data on 180 employees who left their jobs at one firm and interviewing human resource managers and those who left for other jobs, factors determining the decision to stay with a firm for a certain period were investigated. Hierarchical regression analyses were performed to test hypothesized relationships.FindingsMarriage, gender, honored employee status, relative pay (both inter‐firm and intra‐firm wages), speed of promotion, and economic cycles had a significant impact on how long the employees retained their jobs, but education level and individual performance did not. Firm‐specific human capital, wages, and signaling effects were proved to affect job retention. Firm‐based factors had a significantly more pronounced impact on the ultimate decision than individual‐based factors.Research limitations/implicationsThis study examines worker mobility from the perspective of actual length of job retention, complementing existing streams of research based on intention to leave. Because a few unexamined psychological and sociological factors may confound the findings and because only examine one firm is examined, care should be used when generalizing the findings to other firms.Practical implicationsThe study provides evidence useful in the creation of human resource management practices aimed at retaining competent employees.Originality/valueThis study's research questions and methods are new to the line of turnover studies, making it a starting point for further lines of exploration.

Perceived risk to life from infection has a possible influence on the commitment/intention-to-leave model in hospital nurses caring for patients with severe acute respiratory syndrome, and this information can inform hospital and nursing managers about nurse retention following a severe acute respiratory syndrome outbreak and the management of commitment in the context of nursing human resources management.