A Quantitative Analysis of Managers’ Job Uncertainty, Complexity, Variety, Interdependence and Job Satisfaction, and Turnover Intent within the U.S. Construction Industry

The predictors of turnover intention among construction managers in the U.S. are examined. This article uses a quantitative correlational multiple linear regression to examine the relationships among construction managers’ job uncertainty, complexity, variety, interdependence, job satisfaction, and turnover intent in the United States. Previous studies have shown that turnover intent rates continue to reach new highs, with no signs of slowing in the U.S. and many other countries. Although researchers have recognized the importance of turnover intent, job uncertainty, complexity, variety, interdependence, and job satisfaction individually, their combined effects remain under-investigated. Therefore, this quantitative study aims to identify predictors of potential turnover intent among managers in the United States construction industry. The empirical findings highlight the moderate predictive relationship between job satisfaction and turnover intent, suggesting that improving job satisfaction may help reduce turnover intentions. However, the factors of job uncertainty, complexity, variety, and interdependence were not statistically significant predictors of turnover intent. These findings align with the push-pull-mooring theory, which explains most migration behaviors, and, alternatively, the two-factor theory, which explains that executive managers must establish a link between essential hygiene and motivator factors. This study contributes to understanding the importance of construction companies’ specific needs and perceptions. Finally, the study invests in measures to promote job satisfaction and retention to mitigate the challenges posed by high turnover rates in the industry