Personality Traits That Lead to Resignation: Research Guide

When you hear “resignation,” it might have a somewhat negative image.

However, there must be reasons why people leave companies. In fact, it’s said that one of the causes of employees leaving companies is low “job embeddedness.”

Job embeddedness may sound difficult, but simply put, it’s an indicator of how rooted employees are in their company.

But how can we improve employee embeddedness?

Also, does the relationship between embeddedness and resignation change depending on employees’ personalities?

There is interesting research that answers these questions.

A paper titled “The Interaction of the Five-Factor Personality Traits and Job Embeddedness in Explaining Voluntary Turnover” examined the relationship between job embeddedness, personality traits, and resignation among employees from various industries and occupations in Japan.

In this article, I would like to explore hints for improving employee embeddedness and resignation prevention strategies tailored to personality traits, while explaining the contents of this paper in an easy-to-understand manner.

Let’s think together about how important job embeddedness is when working at a company, and how we can improve it.

Once again, personality researcher and author of Villain Encyclopedia, Tokiwa (@etokiwa999), will provide the explanation.
※We have developed the HEXACO-JP Personality Assessment! It has more scientific basis than MBTI. Tap below for details.

The key to reducing resignation lies in “job embeddedness”!

What is job embeddedness? Explaining the three elements

Job embeddedness is an indicator of how rooted employees are in their company.
This embeddedness consists mainly of three elements.
First is “links.”
This represents the strength of connections with people inside and outside the company.
Second is “fit.”
This shows how well an individual’s values and abilities match what the company requires.
Finally, there is “sacrifice.”
This refers to the magnitude of what would be lost by changing jobs.
For example, this includes salary, benefits, and human relationships.
The stronger these three elements are, the higher the job embeddedness becomes.
In other words, employees are more likely to stay with the company.

When job embeddedness is low, the likelihood of resignation increases

It’s known that employees with low job embeddedness have a high risk of resignation.
One study showed that low embeddedness is a necessary condition for resignation.
In other words, if embeddedness is not low, resignation is unlikely to occur.
However, low embeddedness doesn’t necessarily mean resignation will happen.
Low embeddedness is not a sufficient condition for resignation.
Nevertheless, employees with low embeddedness are more likely to consider resigning.
Because their ties to the company are weak, they may be more inclined to look at other options.
They may also feel that the disadvantages of changing jobs are small.
It’s important to understand employee embeddedness and not miss signs of decline.
Reaching out to employees with low embeddedness will be key to preventing resignation.

Methods for measuring job embeddedness

Survey questionnaires are effective for measuring job embeddedness.
Specifically, questions like the following are often used:

• Do you feel that relationships within the company are good?
• Do you think this is work where you can utilize your abilities?
• Do you feel you would lose a lot if you changed jobs?

Responses to such questions are quantified to calculate embeddedness.
Regular interviews are also an important method.
By observing daily work performance and behavior within the company, it becomes easier to notice changes in embeddedness.
Additionally, analyzing HR data is useful.
For example, increases in overtime hours or decreases in paid leave usage rates might be signs of declining embeddedness.
By combining surveys, interviews, and data analysis, embeddedness can be understood more accurately.
It’s necessary to capture employee situations from multiple angles and connect this to appropriate responses.

The relationship between job embeddedness and resignation changes depending on personality traits

Extroverted people are more likely to resign when embeddedness is low

Extroverted people tend to be more likely to resign when embeddedness is low.
This personality type refers to sociable and active personality owners.
They enjoy interacting with people and adapt easily to new environments.
Therefore, they may feel dissatisfied when internal human relationships are weak.
Also, since they tend to look outward, they may easily become interested in other workplaces.
When embeddedness is low, the possibility of taking the leap to change jobs increases.
On the other hand, introverted people tend not to like environmental changes.
Even with low embeddedness, they may be more likely to choose maintaining the status quo.
It seems necessary to pay special attention to the embeddedness of extroverted employees.
Efforts to increase embeddedness are required, such as supporting relationship building within the company.

What is Extraversion? Big Five, MBTI E vs I Connection

Highly agreeable people are less likely to resign even with low embeddedness

People with high agreeableness seem to have a low possibility of resignation even with low embeddedness.
This personality trait involves trying to maintain smooth relationships with others.
High agreeableness tends to value harmony with surroundings.
Therefore, even with some dissatisfaction, they may endure it.
Also, they may avoid resignation out of fear of damaging relationships.
Furthermore, out of consideration for others, they may think modestly about job changes.
On the other hand, people with low agreeableness tend to assert their opinions.
If they have dissatisfaction, they’re likely to express it and choose resignation more easily.
Employees with high agreeableness are thought not to resign immediately even if embeddedness declines.
However, if dissatisfaction continues long-term, there’s a risk it could eventually lead to resignation.
It will be important to understand the true feelings of highly agreeable people and provide appropriate support.

What is Agreeableness? Big Five, MBTI F vs T Relations

Conscientiousness and neuroticism do not affect the relationship between embeddedness and resignation

It was found that conscientiousness and neuroticism do not affect the relationship between job embeddedness and turnover.
Conscientiousness is a personality trait characterized by honesty and diligence.
On the other hand, neuroticism refers to traits of being prone to anxiety and having intense emotional fluctuations.
The relationship between job embeddedness and turnover does not seem to change based on the high or low levels of these personality traits.
In other words, whether conscientiousness is high or low, turnover risk increases when job embeddedness decreases.
The same can be said for neuroticism.
Whether someone is weak or strong against stress, the impact of job embeddedness remains unchanged.
However, these personality traits may affect job embeddedness itself.
For example, people with high conscientiousness are thought to have strong job commitment and are likely to have high job embeddedness.
It is important to understand employees’ personalities and provide approaches tailored to each individual.
However, regardless of the level of conscientiousness or neuroticism, managing job embeddedness is indispensable.

What is Conscientiousness? Big Five, MBTI J vs P Relations

People who like new things are more likely to quit when job embeddedness is low

It has become clear that people who like new things are more likely to quit when job embeddedness is low.
This is a tendency seen in people with high “openness” personality trait.
People with high openness can be said to have curious personalities who prefer change.
Therefore, they may find it difficult to stay in the same environment for a long time.
When job embeddedness is low, they probably want to challenge themselves in new workplaces.
Also, people with high openness tend to seek diverse experiences.
When they no longer find their current workplace attractive, the possibility of choosing to quit increases.
On the other hand, people with low openness have a strong tendency to prefer stability.
Even when job embeddedness is low, they may try to maintain the status quo.
Attention is needed for the job embeddedness of employees with high openness.
It would be important to constantly provide new stimulation so they don’t get bored.
Also, clearly showing career paths and providing growth opportunities is considered effective.

What is Openness? Big Five, MBTI N vs S Connections

Methods to improve job embeddedness

Strengthen interpersonal relationships within the company

Strengthening interpersonal relationships within the company is an effective method to improve job embeddedness.
When the bonds between employees are strong, it is considered that they become less likely to leave.
Specifically, the following initiatives are recommended.

• Hosting company events
• Introducing mentor systems
• Implementing team building training

Through such measures, communication between employees will become more active.
Also, building trust relationships between supervisors and subordinates is important.
It is essential to hold regular meetings and listen to their concerns.
Furthermore, creating opportunities for interaction across departments is also effective.
By having contact with people from other departments, their perspective may broaden and their attachment to the organization may deepen.
It is said that people become embedded in organizations through bonds with other people.
Creating a culture that values connections between employees will be the key to improving job embeddedness.

Assign work that matches individual values and skills

Assigning work that matches employees’ values and skills is an important strategy for improving job embeddedness.
If it’s work where they can utilize their strengths, they will likely feel more motivated.
Also, if the work aligns with their values, their motivation will increase.
For this purpose, the following steps are required.

1. Understand employees’ values and skills
2. Clarify the requirements for each position
3. Match individuals with jobs
4. Provide regular feedback and make course corrections

Through this process, the fit between employees and their work can be improved.
As a result, it is expected to lead to improved job embeddedness.
However, individualized approaches rather than uniform responses are absolutely necessary.
It is required to identify individual characteristics and respond flexibly.
To increase employee engagement and improve job embeddedness, preparing work suited to each individual is indispensable.

Enhance benefits and compensation

Enhancing benefits and compensation is one of the effective methods to improve employee job embeddedness.
Attractive treatment increases employee motivation and strengthens commitment to the organization.
Specifically, the following measures can be considered.

• Raising salary levels
• Introducing bonus systems
• Establishing internal recognition systems
• Expanding childcare and eldercare support
• Conducting company trips

Through such initiatives, employees will deepen their attachment to the company.
In particular, benefits that are superior compared to other companies can become powerful retention factors.
However, it’s not simply about improving treatment.
It is essential to accurately understand employee needs and implement measures that respond to them.
Also, consideration for the balance between benefits and compensation is necessary.
By appropriately combining both, synergistic effects can be expected.
Comprehensive treatment is a powerful means to improve employee job embeddedness.
However, it can be said that improving employee satisfaction and drawing out motivation is most important above all.

Understand employee personality traits

Understanding employee personality traits is very important for improving job embeddedness.
Job aptitude and work style preferences differ according to personality traits.
Therefore, understanding each employee’s personality is required.
Methods for understanding personality traits include the following.

• Conducting personality assessments
• Daily behavioral observation
• Listening during interviews

By combining these methods, you can capture personality traits more accurately.
It’s important to utilize the identified personality traits in task assignments and management methods.
For example, extroverted people may be well-suited for interpersonal tasks.
Additionally, for highly cooperative people, approaches that emphasize teamwork may be effective.
By taking responses tailored to personality traits in this way, you can increase employee engagement.
As a result, this can be expected to lead to improved retention rates.
Understanding employees’ personality traits and implementing measures that leverage them is the key to increasing retention rates.

※Personality assessments are introduced below!

What is HEXACO? Overview, Genetics, Diagnosis & MBTI Relations

Company Initiative Examples to Reduce Turnover

Revitalizing Internal Communication

Revitalizing internal communication is a measure that many companies are working on to reduce turnover.
When interaction between employees becomes active, it’s believed that organizational commitment increases and retention rates improve.
Specific initiative examples include the following:

• Introduction of internal SNS
• Setting up company cafes
• Holding inter-departmental sports competitions
• Supporting employee dining gatherings

These measures will strengthen connections between employees.
Additionally, by improving communication flow, work efficiency can be expected to improve.
When internal relationships are good, an environment where people can help each other when in trouble is created.
Such a culture of mutual support can be said to have the effect of increasing employees’ psychological safety and improving retention rates.
On the other hand, attention must be paid to the quality of communication.
Superficial interaction alone may actually increase employee dissatisfaction.
Building relationships where people can speak honestly is considered most important.
Revitalizing internal communication is an effective approach to preventing turnover.
However, it’s required to listen to employees’ true feelings and build truly satisfying relationships.

Enhancement of Career Development Support

Enhancement of career development support is an effective method to increase employee retention and reduce turnover.
If there’s an environment where employees can feel their own growth, they will want to stay with that organization.
Specific examples of career development support include the following:

• Expansion of internal training programs
• Implementation of career counseling
• Introduction of qualification acquisition support systems
• Encouraging participation in external seminars

Through these initiatives, employees can gain opportunities for self-development.
By acquiring new skills and broadening their perspectives, their motivation for work should also increase.
Additionally, the company’s attitude of supporting career development strengthens employee organizational commitment.
The sense that the company is supporting one’s growth can become a major factor in increasing retention rates.
However, individualized approaches tailored to personal needs are essential rather than uniform support.
It’s required to consider each employee’s career vision and implement optimal support measures.
Career development support is an effective means to increase employee engagement and prevent turnover.
Providing support that meets each employee’s growth desires can be said to hold the key to improving retention rates.

Promoting Work-Life Balance

Promoting work-life balance is a very important initiative for increasing employee retention rates.
If there’s harmony between work and personal life, employees can remain healthy both mentally and physically.
As a result, their motivation for work will also increase, and they’ll want to stay with the organization.
Specific measures to promote work-life balance include the following:

• Introduction of flexible working hours
• Promoting telework
• Encouraging paid leave usage
• Correcting long working hours
• Enhancement of childcare and nursing care leave systems

These measures make it easier for employees to balance work and personal life.
Especially for employees with childcare or caregiving responsibilities, such support should be a great help.
Additionally, creating an atmosphere where paid leave is easy to take is also important.
If sufficient opportunities for refreshment can be secured, motivation for work can also be maintained.
However, the understanding and cooperation of managers is essential for realizing work-life balance.
They are required to understand their subordinates’ situations and provide appropriate consideration.
Promoting work-life balance is an effective strategy to improve employee well-being and increase retention rates.
Building an organizational culture that values the harmony between work and personal life will be the key to preventing turnover.

Conducting Employee Satisfaction Surveys

Conducting employee satisfaction surveys is an indispensable initiative for increasing employee retention rates.
By knowing employees’ true feelings, you can discover organizational issues and implement improvement measures.
Specifically, it would be good to include the following items in survey questions:

• Job content satisfaction
• Relationships with supervisors and colleagues
• Workplace environment evaluation
• Career development opportunities
• Degree of work-life balance realization

By regularly surveying these items, you can track changes in employee satisfaction.
Additionally, including open-ended comment sections is also effective.
This is because you can capture authentic voices that don’t appear in numerical data.
It’s important to promptly provide feedback on survey results and engage in repeated discussions toward improvement.
By implementing measures that reflect employees’ opinions, improvement in engagement can be expected.
However, simply conducting surveys is insufficient.
It’s essential to sincerely accept the results and implement effective measures.
Employee satisfaction surveys are useful tools that highlight organizational issues and provide hints for improvement.
Listening to employees’ voices and reflecting them in measures can be said to hold the key to improving retention rates.

I’ve also written about various other topics here, so please take a look.

19 Employee Retention Strategies with Scientific Evidence

Summary: Improve Job Retention and Implement Turnover Prevention Strategies Based on Personality Traits

Job Retention is a Critical Factor that Determines Employee Turnover

Job retention can be said to be a very important factor that determines employee turnover.
It has become clear that low retention increases turnover risk.
The three elements of links, fit, and sacrifice constitute retention.
The stronger these elements are, the more employees want to stay with the organization.
Therefore, companies are required to actively engage in efforts to improve employee retention.
Specifically, strengthening internal relationships, assigning work suited to individuals, and enhancing benefits and welfare would be effective.
Also, it is important to constantly monitor changes in retention and not overlook signs of decline.
Because retention is the key factor that determines turnover, careful attention must be paid to its management.
Improving and maintaining employee retention can be said to be an important management issue directly connected to organizational stability and development.

The Relationship Between Retention and Turnover Changes According to Personality Traits

It was found that the relationship between retention and turnover differs depending on employees’ personality traits.
People with high extraversion or openness tend to be more likely to quit when retention is low.
On the other hand, people with high agreeableness appear to have a low possibility of quitting even when retention is low.
It has also become clear that conscientiousness and neuroticism do not affect the relationship between retention and turnover.
Thus, personality traits can be said to be an important factor that influences the relationship between retention and turnover.
Therefore, companies are required to understand employees’ personality traits and implement measures based on that understanding.
Rather than a uniform approach, responses tailored to individual characteristics are essential.
By understanding personality traits, it should be possible to develop more effective retention improvement strategies.
Understanding employees’ personalities and implementing measures that leverage them is considered to hold the key to preventing turnover.

Companies Need Efforts to Improve Retention and Understanding of Employee Personality Traits

To improve employee retention and prevent turnover, two approaches are essential.
One is efforts to improve retention.
Activating internal communication, enhancing career development support, promoting work-life balance, and other measures would be effective.
Through these initiatives, it is possible to increase employee engagement and strengthen commitment to the organization.
The other is understanding employees’ personality traits.
The relationship between retention and turnover changes depending on personality traits.
Therefore, it is required to understand individual employees’ personalities and take appropriate responses accordingly.
For example, providing many opportunities for interaction with others for extroverted people, and creating environments that emphasize teamwork for people with high agreeableness are possible approaches.
It is essential to work on preventing turnover with both wheels: efforts to improve retention and measures based on understanding personality traits.

Turnover Prevention Strategies Tailored to Individual Employees are Required

To improve employee retention and prevent turnover, turnover prevention strategies tailored to individuals are required.
Uniform measures cannot be expected to have sufficient effect.
It is important to take the optimal approach considering each person’s personality traits, values, skills, and other factors.
For example, in career development support, it is required to provide support aligned with individual growth visions.
Also, in job assignments, it is essential to enable individuals to leverage their strengths.
Benefits and work-life balance measures also need to be designed based on employees’ needs.
To implement such individualized responses, communication with employees is essential.
It is important to have sufficient dialogue on a regular basis and understand each person’s situation.
By implementing turnover prevention strategies suited to individual employees, improved retention rates can be expected.
Respecting employee diversity and implementing optimal measures for each person will be the key to preventing turnover.