Factors leading to retaliation-driven turnover intentions

This study employs a qualitative approach to investigate the factors that contribute to retaliation-driven turnover intention, focusing on three core determinants: organizational injustice, job pressure, and toxic work culture. The findings reveal that organizational injustice serves as the primary trigger for retaliatory tendencies; job pressure intensifies negative emotional and behavioral responses; and a toxic work culture creates conditions in which retaliation becomes a perceived rational choice. Based on these insights, the study proposes a theoretical model for future quantitative validation and offers managerial implications aimed at mitigating retaliation-related turnover and reducing its damaging effects on organizational performance.