Mechanisms of early turnover among Japanese mid-career hires: An integrated model of pre- and post-entry factors

In Japan, many companies face the early departure of mid-career hires. However, research on turnover has focused on new graduates; the factors that cause reality shock (RS) among mid-career hires and the mechanisms that suppress turnover intention have not been fully examined. This study creates an integrated model of the mechanisms by which factors before and after joining an organization affect turnover intention. We examined the impact of experiences and behaviors before joining a company and the RS after joining on turnover intention, as well as the moderating effect of organizational socialization tactics on RS and turnover intention. We surveyed 355 individuals in Japan who had changed jobs and verified the results using structural equation modeling and multiple regression analysis. Unlike among new graduates, RS, in terms of work and environment, impacted turnover intention among mid-career hires. In addition, environmental exploration before joining a company could prevent RS. Further, content tactics mitigated the impact of RS on turnover intention. However, when RS was low, contextual tactics could increase turnover intention. Supporting career exploration activities and onboarding tailored to mid-career hires’ characteristics and circumstances is crucial to preventing their departure.