Project Management Personnel Turnover in Public Sector Construction Organizations in China

This research aims to investigate the mechanism through which job satisfaction and person–environment fit influence the turnover intention of project management personnel in public sector construction organizations as well as the mediating role of affective commitment. Employees in five public sector organizations in China were surveyed. Results show that job satisfaction and person–environment fit both have significant negative impacts on turnover intention. Moreover, affective commitment, acting as an accelerator, makes turnover intention stronger if an employee does not fit with the goal, values, and environment of the organization. To reduce the turnover of project management personnel in the public sector, it is crucial to improve job satisfaction through policies and strategies that help improve employees’ work experience and their desire for relatedness, competency, and autonomy in order for them to achieve socialization within the workplace. The high turnover rate could be reduced by addressing these key factors and their interrelationships. This study provides detailed directions for the human resources department of public sector construction organizations to deploy efficient and effective management strategies on the turnover problem.