Exploring the Drivers of Turnover Intentions: A Theoretical and Empirical Analysis of NGOs in District Chitral

Abstract

This study explores the key drivers of employee turnover intentions in non-governmental organizations (NGOs) based in District Chitral, Pakistan. Using a foundation of established theoretical models—including the Job Dissatisfaction Model, Unfolding Model, Emotional Response Theory, and Job Embeddedness Theory—the research examines how personal characteristics, organizational dynamics, external labor market conditions, and unexpected organizational events influence employees’ decisions to consider leaving. Data were gathered through a structured survey of 60 NGO employees, complemented by semi-structured interviews with human resource professionals. The results highlight that younger employees and those with higher education levels are more inclined to express a desire to leave, particularly when coupled with dissatisfaction over salary, limited job security, and a lack of organizational commitment. Additionally, external job opportunities and disruptive organizational events, such as leadership changes or funding instability, were found to strongly impact turnover intention. The study concludes that a mix of modifiable internal practices and external factors contribute to employees’ intentions to exit, and it recommends targeted human resource strategies to strengthen retention within the nonprofit sector.