Work autonomy and exit-voice choice: the role of skill utilization, learning from colleagues and future time orientation

Purpose Underpinned by the exit-voice and work design models, this study investigates how work autonomy reduces employee turnover intentions and promotes voice behavior via the mediator of skill utilization and how this mediation process is moderated by social (learning from colleagues) and personality (future time orientation) characteristics. Design/methodology/approach The hypothesized moderated mediation model was tested using regression analysis based on two-wave survey data of 350 Chinese employees. Findings The relationships between work autonomy on the one hand and voice behavior and turnover intentions on the other were mediated by skill utilization. Furthermore, such mediated relationships were intensified by collegial learning and future time orientation. Practical implications Adopting empowering HR practices (e.g. autonomous work teams and job rotation) that give employees job control and learning opportunities is important to encourage employee voice and reduce turnover. Originality/value The paper identifies collegial learning and future time orientation as boundary conditions that regulate the effects of work autonomy. This reconciles the contradictory findings in prior research testing the relationship between autonomy and exit-voice decisions.