Factors influencing the intention to leave in times of crisis
DOI:
https://doi.org/10.18041/1900-0642/criteriolibre.2025v23n43.13363Keywords:
Business Administration, Personnel Management, human resource management, employee turnoverAbstract
This study analyzes the influence of push, pull, and mooring factors on employees’ intention to leave a private security company in Cali during the social and health crisis of 2021. Drawing on a quantitative case study with a non-experimental, cross-sectional design, a survey was administered to 289 employees. The results indicate that work schedules, interpersonal tension, work–life conflict, and the lack of professional development opportunities constitute the main push factors associated with employees’ intention to leave the organization under study. In contrast, pull factors such as community embeddedness and creativity promote their retention. Likewise, the perception of crisis significantly moderates these interactions, highlighting how of uncertainty reconfigure turnover mechanisms. These findings strengthen the theoretical understanding of the push–pull–mooring model in highly unstable scenarios and provide practical guidelines for designing retention strategies that are more sensitive to psychosocial and organizational conditions.
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