Career Development and Turnover Intention among Private University Faculty: The Moderating Role of Extrinsic Work Values

Abstract

Although faculty turnover has become a persistent challenge in private higher education, limited research has examined how organizational development practices are associated with turnover intention under different individual value orientations. Grounded in social exchange theory (SET), this study examines the relationship between career development and turnover intention among faculty members in private undergraduate universities in Guangdong, China, with particular attention to the moderating role of extrinsic work values. A quantitative survey design was employed, drawing on data from 498 faculty members, analyzed using partial least squares structural equation modeling (PLS-SEM), including latent interaction modeling to assess moderation effects. The findings show that career development was negatively associated with turnover intention (β =-0.24, p < .001), whereas extrinsic work values were positively associated with turnover intention (β = 0.23, p < .001). In addition, a significant interaction effect (β = 0.21, p < .001) indicated that the negative relationship between career development and turnover intention became weaker among faculty members who placed greater emphasis on extrinsic rewards. Although the cross-sectional design and the focus on one province limit generalizability, this study applies SET to examine how value orientations condition responses to developmental resources. The findings suggest that career development may be more meaningful when supported by transparent promotion systems, visible extrinsic rewards, stable employment conditions, and ongoing communication in market-oriented private higher education contexts.