The Ties that Bind: Social Networks, Person-Organization Value Fit, and Turnover Intention

This article examines the influence of social networks and valuecongruence on turnover intention among public and nonprofitemployees. We argue that employees exist in social networksinside and outside their organization, and these networks shapeemployee attitudes and behavior. To illustrate this theory,we use turnover intention. A strong and positive intraorganizationalsocial network characterized by good relations with and a senseof obligation toward other staff is hypothesized to make itmore likely that employees will stay. A strong social networkexternal to the organization is hypothesized to increase theopportunities that employees have to leave. Our findings offerstrong support for the role of intraorganizational networks,but relatively weak support for the effect of external networks.We also propose that person-organization (P-O) fit shape turnoverintention. Our results suggest that employees who experiencea strong P-O fit in terms of value congruence are more likelyto offer a long-term commitment.