Decoding job-hopping behavior: The role of organizational culture, emotional exhaustion, and dual motives in career transitions

This study investigates the relationship between organizational culture, emotional exhaustion, and job-hopping behavior, with advancement and escape motives as moderating variables. Job-hopping has emerged as a significant challenge in high-turnover industries, particularly in Jakarta and Banten. Using a quantitative approach, data were collected from 232 respondents across the technology, banking, and retail sectors and analyzed using PLS-SEM. The results indicate that a strong organizational culture reduces the tendency to job-hop, whereas emotional exhaustion increases it. Advancement motives weaken the negative impact of organizational culture and strengthen the positive effect of emotional exhaustion on job-hopping. Conversely, escape motives strengthen the negative influence of organizational culture and weaken the effect of emotional exhaustion. These findings highlight the importance of employee retention strategies that consider individual motives and contribute theoretically to the understanding of job-hopping behavior in the Indonesian context.