When Career Compromises Drive Employees to Consider Leaving

What is it about?

This study examines how employees’ perceptions of having compromised their career goals—by accepting roles seen as less meaningful, prestigious, or aligned with their aspirations—influence their intentions to quit. Drawing on Conservation of Resources (COR) theory, it argues that such compromises deplete key psychological resources like self-esteem and fulfillment. When employees feel their careers have been derailed, quitting becomes a means to preserve remaining resources and safeguard well-being. Survey data from 350 employees in Canada’s education sector reveal that perceived career compromise is positively linked to turnover intentions. This relationship strengthens for employees high in materialism, who view career shortfalls as lost rewards, and for those under abusive supervision, where disrespectful leadership further drains emotional resources. In contrast, it weakens among more idealistic employees and those with greater decision autonomy, as these factors help them manage frustration without considering quitting. These findings reveal that turnover intentions often stem from career-related frustration rather than simple disengagement. When people feel forced to compromise their career ambitions, quitting becomes a potential coping mechanism for restoring control and preserving self-worth. Supporting employee autonomy and addressing destructive leadership practices can help reduce these career-related quitting impulses.

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Photo by Vitaly Gariev on Unsplash

Photo by Vitaly Gariev on Unsplash

Why is it important?

This study is unique because it introduces perceived career compromise as a neglected psychological driver of turnover intentions, moving beyond explanations based only on dissatisfaction or better offers. Grounded in Conservation of Resources (COR) theory, it shows that quitting thoughts often stem from attempts to protect remaining personal and professional resources after sacrificing career ideals. It also identifies four key moderators—materialism, idealism, abusive supervision, and decision autonomy—that determine when career frustration most strongly predicts withdrawal. The study is timely, reflecting rising career stagnation, stress, and unmet aspirations across demanding sectors like education and professional services. As employees balance ambition with constraints, understanding the emotional and moral roots of turnover is vital. The findings show that retention relies on restoring fairness, autonomy, and moral alignment—factors that sustain engagement when careers stall. Viewing career compromise as strain rather than resignation, the study urges leaders to invest in ethical treatment, empowerment, and renewal to build resilient, committed workforces.