When Will Employees with High Impact Quit? The Interactive Effect of Impact and Supervisor´s Monitoring on Chinese Employees´ Turnover Intention

By collecting data from employees of Chinese organizations, this study examined the relationship between employee´s impact (one of the dimensions of psychological empowerment) and turnover intention, and the moderating effect of supervisor´s monitoring on this relationship. Results show that impact did not decrease turnover intention and, rather, increased turnover intention when supervisor´s monitoring was high. These findings demonstrate that psychological empowerment´s effect on job behavior may not be universal, but culturally specific. Practical implications for Chinese managers to more effectively empower employees were also discussed.