PurposeThis study aims to examine the pattern of behavior of turnover intentions in developing countries vis‐à‐vis the one in advanced countries through the empirical data from public universities in Khyber Pakhtunkhwa, Pakistan. The study provides empirical evidence from academia in Pakistan, thereby enriching the understanding of similarities or differences in development‐attitude‐behavior relationship. In addition, the study also looks into the social exchange theory and human capital theory that affect employee's attitude and behavior.Design/methodology/approachThe study uses a sample of 329 collected from 16 public universities in the province with about 3,500 population for analysis. The hypothesized relationships are tested using Amos 18 through path analysis.FindingsThe results indicate employee's turnover intention is predicted by employee development perceptions. The study validates the theory of development‐attitude‐behavior relationship.Research limitations/implicationsThe paper carries discussion about the methodology used in the paper, limitations of the research and recommendations for possible future research.Originality/valueThis is an empirical study of academia in a region of Pakistan with a sufficiently large sample that has not been carried out earlier. The study has importance for those at the helm of affairs and policy makers.

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This study aims to reveal various factors affecting the organizational silence of academics employed at the universities in Pakistan. The teaching staff of the universities in Pakistan is among the most experienced and intellectual individuals and represents the elite sections of the society and the nation. For this reason, their opinions are considered to be very important for the generations of posterity. The teaching staff at the universities is also composed of planners, analysts, supervisors, and evaluators. The survey was conducted on 410 teaching staff such as lecturers, assistant professors, associate professors, and professors of various universities from six different provinces: public, private, and army. The data were analyzed through the Statistical Business Analyst (SAS) program. Organizations generally hire employees who have some experience, ideas, knowledge in order to develop their organizations. In summary, it can be said that there are generally two options for the staff working in any organization when perceiving wrongdoing in their workplace. They must either decide to speak up or continue to be silent. It is a fact that there is a prevalence of wrongdoings in every kind of organization, but unfortunately, not a lot is known about the decision making of staff related to this practice. While trying to find out factors affecting organizational silence, the observers believe that fear is one of the main factors in staff decisions to be silent about the issues and concerns in organizations. To overcome organizational silence, polyphony is accepted as one of the ways to solve the existing problem