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Background and Purpose: Social workers frequently confront critical decisions about whether to remain in or leave their positions, with Person-Environment (P-E) Fit being a determining factor in these career choices. This study addresses significant research gaps by examining how different combinations of Person-Job (P-J) Fit and Person-Organization (P-O) Fit influence both Turnover Intentions (TOI) and actual Turnover Behaviors (TOB). While previous research has typically focused on single dimensions of fit or relied on cross-sectional data with an overemphasis on intentions rather than behaviors, our study employs longitudinal data to investigate both the formation of turnover intentions and their translation into actual turnover behaviors among social workers.
Methods: Data and samples: Data were derived from the China Social Work Longitudinal Study (CSWLS). 2,413 samples from 2019 were subjected to data quality control and used in the study, and 720 participants successfully tracked through 2022.
Measures: P-J Fit was measured using a five-item subscale (Cronbach’s α = 0.82) assessing alignment between skills and job demands. P-O Fit was evaluated with a six-item scale (Cronbach’s α = 0.88) measuring organizational value congruence. TOI was assessed using a three-item scale (Cronbach’s α = 0.78), while actual TOB was determined through follow-up tracking. And Latent profile analysis (LPA) was conducted using Mplus 7 to identify distinct P-J Fit and P-O Fit profiles, followed by ANOVA with post-hoc tests and chi-square analyses to examine relationships between these profiles and turnover outcomes.
Results: Finally, LPA revealed four distinct profiles among social workers: Career Seekers (12.10%, moderate P-J/lowest P-O Fit), Uncomfortable Callers (47.32%, high P-J/moderate P-O Fit), Steady Workers (21.42%, low P-J/moderate P-O Fit), and Perfect Callers (19.14%, high P-J/high P-O Fit). Perfect Callers demonstrated the lowest turnover intention (mean = 1.95) and turnover rate (29.38%), while Career Seekers exhibited the highest turnover rate (45.45%) despite not having the highest turnover intentions. Statistical analyses revealed that P-O Fit had a stronger influence on turnover than P-J Fit, with significant differences in TOI observed among profiles with varying P-O Fit levels even when P-J Fit remained constant. This finding underscores the critical importance of organizational value alignment for social worker retention.
Conclusions and Implications: This longitudinal study demonstrates that alignment with P-O Fit exerts a more profound influence on social workers' career decisions than P-J Fit. The four identified profiles reveal distinct turnover patterns, with Perfect Callers showing the greatest stability, while Career Seekers exhibited the highest turnover despite not having the highest turnover intentions. This gap between intentions and behaviors highlights how external factors influence actual career decisions beyond stated intentions. The findings underscore that value alignment creates psychological comfort and belonging that mitigates job-related stressors, allowing social workers to navigate challenges through strong organizational identification rather than seeking exit. These findings suggest prioritizing value alignment during recruitment and creating environments that respect social workers’ professional identities. Rather than focusing exclusively on skill development, agencies should invest in organizational culture.