International Journal of Law and Management

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DETERMINANTS OF JOB HOPPING BEHAVIOR: THE CASE OF
INFORMATION TECHNOLOGY SECTOR
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Journal: International Journal of Law and Management

Manuscript ID IJLMA-06-2020-0178
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Manuscript Type: Research Paper

Job Hopping Behavior, Validation of Job Hopping, Information

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Keywords:
Technology, Normative Commitment, Job Satisfaction
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Electronic copy available at: https://ssrn.com/abstract=3818661

Page 1 of 20 International Journal of Law and Management

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3 Article
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6 DETERMINANTS OF JOB HOPPING BEHAVIOR:
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THE CASE OF INFORMATION TECHNOLOGY
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11 SECTOR
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16 Abstract: Information Technology industry in Vietnam places itself in a high developing
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18 potential when the market is usually open with variety of job opportunities. However, that leads
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20 to a negative reality due to the increase of the Job Hopping phenomena within the industry.
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This study is aimed to investigate how IT employees build up their actual behavior of job
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23 hopping coming from the aspect of emotional experience throughout their work and how they
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25 support the motives of leaving in two different facet: Career advancement and Workplace
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27 escape. The number of 214 valid responses were collected by online survey only from IT
28 employees in mostly Ho Chi Minh city, Vietnam. The findings reveal the significant affect
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30 from Workplace escape motive that leads to the Behavior of Job Hop, but not from the Career
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32 Enhancement. The result also revealed the effect of indebted obligation when most of the
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employees maintain the low level of normative commitment and the proper increase in
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35 emotional exhaustion and job satisfaction can help to improve the Normative Commitment of
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37 such employees. This study make its contribution and recommendations to human resource
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39 management in Information Technology industry.
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41 Keywords: Job Hopping Behavior, Validation of Job Hopping, Normative Commitment, Job
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Satisfaction, Emotional Exhaustion, Information Technology.
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 International Journal of Law and Management Page 2 of 20
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3 1. Introduction
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6 With the potential of massively growing parallel with the continuous development of
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Technology when being able to approach more and more aspects not just in business but also in
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9 every services and industries, Information Technology is now one of the hottest occupation market
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11 when providing both sustainable environment for current position and extend itself with whole lot
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13 more new field, especially in Vietnam. As a developing country so far, Vietnam is just in the
14 position of starter in many of the familiar specialty in various developed countries, including
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16 Machine Learning in SMEs (small and medium size enterprises) and production industries;
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18 Artificial Intelligence in Multinational and Big size companies (Giang, 2019). For that reason,
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working opportunities in Information Technology field has never been a problem and continuously
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21 extend itself for more fields and position. According to TopDev annual report at the beginning of
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23 2020, they predicted the lack of employees can be reached up to 100,000 positions, hence,
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25 providing more chances for employees to build up their intention of leaving their job whenever
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they feel like resulting in high rate of Job Hopping in the previous year with only 1.5 year averagely
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28 (TopDev, 2020). Recently, high demand industry as Information Technology is putting more focus
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30 on individual demands of each employee as a result of the variety of concerns about the influencers
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32 of commitment raised from the beginning of the 21st century, therefore, Job Hopping phenomena
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33 is getting more extend among the field (Gqubule, 2006) (Ramakrishna & Potosky, 2002). Also,
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35 beside knowledge intensive industries, Information Technology is usually be considered as high
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37 chance of growing the Job Hopping intention (Kawabe, 1991) However, not as common as
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Turnover intention, Job Hopping Behavior has not been deeply studied with specific scale until
40 Validation of Job Hopping Behavior was proposed (Lake, Highhouse, & Shrift, 2017).
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43 The paper carried out the purpose of investigating how emotional experience factors affect
44 the Obligation related commitment .The emotional experience factors consist of positive factor –
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46 job satisfaction and negative factor – emotional exhaustion from the study of Wong & Tay, 2010,
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48 both facets have been studied with affective commitment but yet lack of study about normative
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commitment. Affective and Normative commitments are both components of Organizational
51 commitment while Affective commitment refers to the intention of keeping the position because
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53 of the desire but not by any other attachment whereas Normative commitment is defined as staying
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55 for the reasons related to obligation. Also, by applying Withdrawal construct of Validation of Job
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Page 3 of 20 International Journal of Law and Management
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3 Hopping Behavior, a connection was constructed between normative commitment and the two
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5 separated motives of Job Hopping Behavior, Advance motive and Escape motive (Lake,
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7 Highhouse, & Shrift, 2017). The result gathered could be used for second objective to make
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recommendations for human resource management in IT field with further information of what
10 actually influences commitment and what type of motive may reflect more on the intention of
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12 periodically switch jobs.
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14 To achieve such objectives, quantitative research is implicated using the primary data collected
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16 from online and offline surveys from employees that are currently working in many Information
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18 Technology related companies in Ho Chi Minh city. As for analyzing tactic and method, SmartPLS
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software is applied to ensure the reliability and validity of the factors as well as confirming the
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21 significant and developing the hypothesizes from the propsosed construct.
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24 2. Literature review
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27 a. Job Hopping Behavior:

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29 Job Hopping Behavior was first recognized with the term “Hobo Syndrome”, to point out the
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31 characteristic of a group of employees and workers to periodically switch position from one
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33 company to another, usually with the reasons of internal impulse and irrational thought (Ghiselli,
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1974) and later on, the alternatives and offers hold themselves a less important role in making
36 leaving decision by hobos when Khatri et al (2001), redefined the Hobo Syndrome as Job Hopping
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38 Behavior as well as explaining the lack of apply proper process from evaluating to finding
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40 alternatives and finalized by switching job. Normative belief and cultural influence also make a
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significant impact on Job Hopping Behavior (Iverson, 1997).
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44 As the root of causes that lead to Job Hopping Behavior have not been studied much, Judge
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and Watanabe (1995) made their research and confirmed the use of historical analysis to make
47 prediction of Job Hopping Behavior among employees. Later on, Individual characteristic tactic
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49 was suggested with higher possibility of implication and without the need of many requirements
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51 (Woo, 2011) and also the ability to differentiate the quitting motive among workers to identify
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what kind of “hobo” that such employee wants to become in the attitudinal and behavioral aspect.
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54 Due to the fact that more than 50% of current well-educated IT employees is in the later-born of
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Millennials generation (at the age between 22 and 28) whereas their working experience is reported
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 International Journal of Law and Management Page 4 of 20
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3 to be in the range of 1 to 3 years in a specific IT field, with lack of time of job-hopping comparing
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5 to the average time of job switch, 20 months, the situation is more appropriate to use individual
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7 characteristic tactic as analyzing method for this field.
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9 b. Motives of Job Hopping Behavior:
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12 By adapting the 8 motivational forces proposed by Maertz & Griffeth (2004), and synthesizing
13 from two interrelated academic disciplines, there are two general perspectives on job-hopping
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15 represent for the two most common characteristic when mentioning about leaving the current
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17 position that can be used as validating scale of Job Hopping Behavior: Career Advancement
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motive and Working environment Escaping motive (Lake, Highhouse, & Shrift, 2017).
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21 i. Advance motive of Job Hopping Behavior:
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23 Emerging with the idea of career perspective, the Job Hopping decision coming from
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25 reasons related to the decision of looking for advancement from work is shortened as Advance
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27 motive. Career enhancement is an encouragement to motivate people to change job by career

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scholars (Hall, 1976). Further researches has proven that Job-hopping is considered to contribute
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30 to an individual’s career development for the succeed frequency of associating with financial gains
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32 and career advancement (Huang & Zhang, 2013). The fact is also highly supported in Vietnam
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34 context of IT industry when the market is considered to promote the individual salary by 15-20%
35 for each job switch instead of 10% annually when keeping the current position (TopDev, 2020).
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37 Growth opportunities and career advancement can be found whether inside or outside the
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39 management of current company, therefore, developmental assignees (career development
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oriented employees) tend to make their turnover intention based on the self-measurement of
42 current chances and other offers (Stahl, Chua, Caligiuri, Cerdin, & Taniguchi, 2009). “Retention
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44 upon repatriation may not necessarily be determined by repatriates’ frustration, but rather by a
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46 rational choice to move elsewhere in search of a better career fit” (p. 9) (Lazarova, 2007)
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48 From all those supportive ideas, this perspective is described as a reflection of job-
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50 hopping qualities in the aspect of personal drive, initiative, and ambition whereas the
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encouragement of moving jobs coming from the comparison between current company and
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53 external career opportunities from other places (Lake, Highhouse, & Shrift, 2017). In other words,
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55 this factor describes how the employees want to quit their job for other opportunities.
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Page 5 of 20 International Journal of Law and Management
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3 H1: Advance Motive of Job Hopping Behavior is positively related to Job Hopping
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5 Behavior
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ii. Escape motive of Job Hopping Behavior:
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10 The second job-hopping motive is taken from the organizational turnover perspective when
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12 employees tried to escape their own jobs. Job-hopping is usually influenced by sudden and directly
13 coming the personal issues with the current organization, which lead to actual withdrawal intention
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15 (Woo, 2011). Environment escaping motive was first mentioned in several researches about the
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17 raising ignorance of the traditional regular quitting process behavior among employees when they
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employees come to the decision of leaving job without evaluation and looking for alternatives.
20 Adapting from turnover intention perspective, many authors recommend further research on
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22 employees negative characteristics involving job-hopping behavior such as anxiety (Jennings,
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24 1970), impulsivity (Mobley, 1977), a lack of moral force (Maertz & Griffeth, 2004), or lack of
25 fortitude or persistence (Ghiselli, 1974) (Kramer, 1974).
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28 From all above ideas and theory, motive related to change job coming from the dislike
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of work environments is entitled escape motive (Lake, Highhouse, & Shrift, 2017). Describing in
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31 other terms, Escape motive reveals how much the workers base on their current problems within
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33 the working environment to finalize their reasons of leaving the job.

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35 H2: Escape Motive of Job Hopping Behavior is positively related to Job Hopping Behavior
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38 c. Normative Commitment:
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40 Organizational commitment is defined as an attachment behavior of individuals toward
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42 their current organization (Mathieu & Zajac, 1990). It is convinced and supported among many
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44 researches that componential model of commitment with three different definitions and are proven
45 to be related to each other, referred as affective commitment, continuance commitment and
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47 normative commitment (Allen & Meyer, 1990). For this research, Normative commitment is
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49 applied as mediator when having positive relationship with Organizational Commitment as well
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as sharing common antecedents with Affective Commitment.
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53 Normative commitment is proposed to be one over three components of organizational
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55 commitment which can be measured base on employee’s personal experiences toward
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3 familial/cultural socialization and following organizational socialization entry into the
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5 organization (Wiener, 1982). In the case of organizational socialization, it is proposed that making
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be more likely to have strong normative commitment. In other explanation, normative commitment
10 is considered to be “obligation to stay” (Allen N. &., 1996). Despite being underutilized
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12 component when measuring the relationship between organizational commitment and any other
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14 factors, including Turnover intention and Job Hopping Behavior, the Normative Commitment
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itself was tested to go beyond the result of Affective Commitment in applying to two aspects:
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17 moral duty and indebted obligation (Meyer & Parfyonova, 2010).
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As for the relationship between Job Hopping Behavior motives and Normative
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21 commitment, Escape motive and Advance motive of Job Hopping Behavior have been proven to
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23 be negatively influenced by Normative Commitment instead of Organizational Commitment or
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25 Affective Commitment and also to highlight the Withdrawal Construct when scaling the two
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different motives that mentioned above (Lake, Highhouse, & Shrift, 2017). Therefore, Normative
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28 Commitment can be considered as the connect factor between the emotional experience
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30 influencers and Job Hopping Behavior as well as the two common motives of Job Hopping
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32 Behavior.
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34 H3: Normative Commitment is negatively related to Job Hopping Behavior.
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36 H4: Normative Commitment is negatively related to Advance motive of Job Hopping Behavior.
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H5: Normative Commitment is negatively related to Escape motive of Job Hopping Behavior.
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39 d. Job satisfaction:
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42 Job satisfaction is defined as an indicator to measure the positive or negative emotion or
43 attitude towards employees’ current job in general (Locke, 1978). Job satisfaction is influenced by
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45 individual’s self-evaluation of their current position and surrounding working environment to
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47 compare with their values, expectation and needs (Sempane, Rieger, & Roodt, 2002) and known
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as an indicator of happiness in the aspect of occupation (Rothmann & Coetzer, 2002). It is studied
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50 in many different concepts on how they affect to other dependent indicators within Human
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52 Resources field including employee turnover (Grissom, Nicholson-Crotty, & Keiser, 2012),
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54 organizational commitment (Hartmann, Rutherford, Feinberg, & Anderson, 2014), and degree of
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3 Generally, Job satisfaction has been proven to be a precursor of organizational commitment
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5 since they can bolstered when high level of job satisfaction can positively improve the way
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7 employees put their current workplace in one of the necessary source of satisfaction (Mowday,
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Porter, & Steers, 1982). Higher level of job satisfaction negatively measures and predicts
10 withdrawal cognitions, for example, thoughts of quitting, alternative searching intentions, quitting
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12 decisions. Continuous low job satisfaction within employees can lead to the likelihood and
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14 retention of Job hopping behavior (Huang, 2013).
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16 H6: Job satisfaction is positively related to Normative Commitment.
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18 e. Emotional Exhaustion:
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20 Emotional Exhaustion was first studied as one of three components of burnout experience
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22 including emotional exhaustion, cynicism, and decreased professional self-efficacy (Maslach &
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24 Jackson, 1981). Apart from the stress from working with customers and low evaluation of
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compliment, Emotional Exhaustion is the key components and defined in the case where
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27 employees no longer contain enough positive emotion to their job lead to the low level of desirable
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29 psychological level. Later on, Emotional Exhaustion was modified to study in the Information
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31 Technology as Work Exhaustion that using various of antecedents in scaling the level of Emotional
32 Exhaustion (Moore, 2000).
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35 The relationship between Burnout component, Emotional Exhaustion in this situation,
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and Organizational commitment (including both affective and normative commitment) has been
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38 strongly supported (Jackson, Turner, & Brief, 1987 ). Role Conflict and Work Overload are usually
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40 the high related antecedent between Emotional Exhaustion and Employee’s commitment to current
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42 organization (Lee & Ashforth, 1996).
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44 H7: Emotional Exhaustion is negatively related to Normative Commitment.
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Adapting from the research model in Job Hopping Behavior of Wong & Tay (2010) with the
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49 Validation Scale provided by Lake, Highhouse & Shrift (2017), the construct mode is proposed
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51 with the use of testing the influencers and mediator to the Job Hopping Behavior.
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6 Figure 1. Proposed research model
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21 3. Methodology
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23 a. Sample and Data collection:
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25 214 valid primary respondents were collected with the target respondent for the survey are the
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27 working employees in Information Technology field in Technology companies, mostly in Ho Chi

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29 Minh city with any age above 22 and has been working for at least 1 IT company in the past within
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the following field.
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33 b. Measurement:
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35 This research applied quantitative method in analyzing data, hence online survey would take part
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37 in collecting essential quantity of data. The survey is divided into 3 main parts including pilot test
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39 question with “Yes/No” answer to identify real IT employees, the main content part as the
40 statement about such factors mentioned with five-point Likert scale and the demographic part
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42 consists of 5 questions about participants’ information.
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- Job satisfaction: five item measurement was taken from Hochwarter et al. (2002)
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48 - Emotional Exhaustions: Negative emotion will be measured using the general scale
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50 of (Moore, 2000), his work towards Emotional Exhaustion was also specifically used in IT industry
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3 - Normative Commitment: Six out of Eight items were used in this survey, due to
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5 prove that the other two was not strongly supported to organizational commitment, the scale
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7 evaluate the current commitment and loyal feeling to the work.
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- Advance motive & Escape motive of Job Hopping Behavior: Both scales were
10 taken from the withdrawal construct of Validation of Job Hopping Behavior (Lake, Highhouse, &
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12 Shrift, 2017).
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14 - Job Hopping Behavior: questionnaire survey was adopted from Khatri et. al. (1999)
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to measure their attitude about Job Hopping Behavior and Switching Jobs.
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17 4. Data analysis
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19 a. Demographic statistics
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21 From the 243 responses, 214 respondents are counted as valid when meeting the required
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23 conditions:
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25 - Has been studying and working in the Information Technology field.
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27 - Finished all answers in the survey.

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The total valid responses accounted for 88% of total collected ones for they data analysis.
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32 As for demographic and categorized information, male participants took the majority with 73.4%
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34 of the total compare to the female ones (26.6%). Also, this research can reveal themselves as more
35 focus on young generations of employees when 89.3% of the respondents are in the working age
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37 of below 27 years old and total 79.5% of all with under 2 years of experience.
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Table 1. Demographic information summary
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42 Information Scale Percentage
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44 1 = Male 157 73.4%
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Gender
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2 = Female 57 26.6%
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47 1 = 22-27 years old 191 89.3%
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49 Age 2 = 27-35 years old 19 8.9%

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51 3 = Above 35 years old 4 1.9%
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53 Current 1 = Undergraduate
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55 occupation student 121 56.5%
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3 2 = Graduated and
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5 working 93 43.5%
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7 1 = HCM UT 19 8.9%
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9 2 = UIT 35 16.4%
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University
3 = IU 72 33.6%
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12 4 = PTIT 9 4.2%
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14 5 = FPT 7 3.3%
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16 6 = other 72 33.6%
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1 = Under 1 year 120 56.1%
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19 2 = 1-2 years 50 23.4%
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21 3 = 2-4 years 17 7.9%
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23 4 = over 4 years 27 12.6%
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29 i. Indicator Reliability
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31 In the proposed model, all factors mentioned are considered as reflective indicators but not
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33 formative ones since each item is co-related to other items within the factor when analyzing.
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Therefore, all Outer Loadings of each must remain above 0.7 as well as above 0.5 in indicator
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36 reliability (Hair, Hult, C.M.Ringle, & M.Sarstedt, 2014).
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39 Following the standard of reliability, the items would be eliminated from the model are JS4 (from
40 Job Satisfaction), EE2 (from Emotional Exhaustion), NC1 and NC5 (from Normative
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42 Commitment), AM1 (from Advance Motive) and EM1 (from Escape Motive) due to the
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44 unsatisfied Outer Loading value that cannot exceed 0.7.
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46 Table 2. Outer Loadings and Indicator reliability

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Latent Manifest Outer Indicator
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50 variable variable Loading reliability
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52 JS1 0.8824 0.779

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54 JS2 0.864 0.746
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JS3 0.8748 0.765
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5 JS5 0.8221 0.676
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7 EE1 0.8226 0.677
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9 EE3 0.8953 0.802
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11 EE4 0.8276 0.685
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13 EE5 0.9033 0.816
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15 NC2 0.8541 0.729
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17 NC3 0.8113 0.658
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19 NC4 0.8379 0.702
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NC6 0.7738
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AM2 0.817 0.667
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AM AM3 0.8672 0.752
26 AM4 0.8051 0.648
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28 EM2 0.8014 0.642
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30 EM EM3 0.8404 0.706

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32 EM4 0.7614 0.580
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34 JHB1 0.8496 0.722
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36 JHB JHB2 0.8662 0.750
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38 JHB3 0.7233 0.523

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42 ii. Internal Consistency Reliability:
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44 Beside the traditional criterion in ensuring the reliability of the multi-point scaled item, the
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46 Cronbach’s Alpha, the data analyzed by SmartPLS is suggested to use the alternative option –
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48 Composite Reliability, when the method prioritized the items to measure the following factors and
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over-valued the consistency between items toward other ones within the factor (Hair, Hult,
51 C.M.Ringle, & M.Sarstedt, 2014). The data considered as reliable using the Composite Reliability
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53 scale is similar to the Cronbach’s Alpha when it has to be between 0.6 and 0.9 where above the
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55 value of 0.7 is considered as desirable.
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3 Table 3. Composite Reliability and Cronbach’s Alpha
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6 Cronbach's Alpha Composite Reliability
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9 Job Satisfaction 0.8879 0.9198
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Emotional Exhaustion 0.8856 0.921
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14 Normative Commitment 0.8372 0.8912
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16 Advance Motive 0.7739 0.8692
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Escape Motive 0.7236 0.8435
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21 Job Hopping Behavior 0.7466 0.8555
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25 iii. Convergent Validity:
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The purpose of the Convergent Validity is to check how strong that relationship between items
29 correlate to each other inside the measured factor. The measurement used to identify the value of
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31 Convergent Validity is Average Variance Extracted (AVE), with the scale proposed by Bagozz
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(1988) that the minimum value required is 0.5 that all AVE value of each factor should be above
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the threshold value. In this research, all factors remain themselves higher value.
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37 Table 4. Average Variance Extracted (AVE)
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Average Variance
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44 Job Satisfaction 0.7415
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47 Emotional Exhaustion 0.7448
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Normative Commitment 0.6721
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52 Advance Motive 0.6892

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55 Escape Motive 0.6427
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4 Job Hopping Behavior 0.6651
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6
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7
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9 iv. Discriminant Validity:
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11 Discriminant Validity can be measured in many methods when the value shows the inter-relation
12
13 from each factor (or each item) to each of the other factors within the proposed model (Fornell &
14
Larcker, 1981), the methods can be used are Fornell-Larcker criterion, Cross Loading and HTMT
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16 table where the most common one is using Fornell-Larcker criterion. It is applied to identify the
17
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18 inappropriate value when any AVE value of the factor is observed to be lower than the correlation
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20 value of that factor to the other ones (Hair, Hult, C.M.Ringle, & M.Sarstedt, 2014). From the result,
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it is confirmed that all indicators is acceptable when all AVE values are higher than any
23 correlations.
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24
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26 Table 5. Fornell – Larcker Criterion Analysis
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28 AM EE EM JHB JS NC
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30 AM 0.8302
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32 EE 0.2212 0.863
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34 EM 0.5546 0.3358 0.8017
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36 JHB 0.3613 0.379 0.5662 0.8155
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38 JS 0.0318 -0.1525 0.059 0.0846 0.8611

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40 NC 0.2106 0.4472 0.4484 0.4674 0.192 0.8198
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44 c. Hypotheses testing:
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46 The bootstrapping test has been done after the confirmatory of Reliability checking with the re-
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48 assessment of 5000 subsamples, proposed by Hair (2017), to ensure that the result coming up is
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50 ideal. The PLS-SEM would be set as running two-tailed test with 5% of significant, equal to the
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value of 1.96 in t-test. The test would confirm and support any hypothesis that remain the upper
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53 value than 1.96 in T statistics and also below 0.05 in P values. The result from table 6 demonstrated
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3 the inter-correlation of the factors to each other based on the proposed hypothesizes as well as the
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5 significant of such relations.
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Table 6. Bootstrapping result
at
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10 Relationship Path coefficient T Statistics P Values Results
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12 H1: Advance Motive
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14 -> Job Hopping 0.0833 1.1785 0.2386 Rejected
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16 Behavior
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H2: Escape Motive -
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20 > Job Hopping 0.3984 5.0989 0.0000 Supported
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Behavior
23 H3: Normative
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25 Commitment -> Job 0.2712 3.936 0.0001 Supported
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27 Hopping Behavior
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29 H4: Normative
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31 Commitment -> 0.2106 2.4175 0.0157 Supported
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Advance Motive
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35 H5: Normative
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Commitment -> 0.4484 6.8346 0.0000 Supported
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38 Escape Motive
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40 H6: Job Satisfaction
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42 -> Normative 0.2665 2.8339 0.0046 Supported
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44 Commitment
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46 H7: Emotional
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48 Exhaustion ->
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49 0.4879 7.1995 0.0000 Supported

50 Normative
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Commitment
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3 The result of Hypothesis 1 and 2 illustrate the significant path of which motive affect more
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5 significantly where Escape motive is proven to have strong and positive relation toward Job
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7 Hopping Behavior with β = 0.3984 in path coefficient as well as remaining below 0.0001 in P
at
8
9
value indicates the hypothesis is strongly supported. As for the Advance motive, this hypothesis
10 is rejected due to the low path relation toward Job Hopping Behavior (β = 0.0833) and higher P
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12 value comparing to the required one to be confirmed as supported idea. Therefore, Job Hopping
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14 Behavior tends to be coming only from the reasons of working environment and employees’
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relation themselves while career enhancement motive is not the inevitable factor to encourage the
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17 actual intention of job hopping.
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The Normative commitment is also accepted to be contributor to Job Hopping Behavior with path
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21 coefficient β = 0.271 and confirmed to have strong relationship when maintaining less than 0.001
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23 in P value. From the result, Hypothesis 3 is also supported and accepted.
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25 For the hypothesis about how normative commitment influences both different validating motive
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27 of Job Hopping Behavior, both views (H4 and H5) demonstrated the positive relation from
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29 normative commitment to advance motive and escape motive with Path coefficient value as 0.2712
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and 0.2106 respectively. The result given out was totally opposite from the proposed hypothesizes
32 4 and 5 when confirming to have positive relations to both Job hopping motives instead of negative
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34 impact. However, normative commitment can still be used as predictor for advance motive and
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36 escape motive when maintaining the strong significant index, especially for escape motive.
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38 Hence, the result shows that normative commitment can be used to predict both motives of Job
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40 Hopping Behavior with stronger relation and significant coming from the concept of Escape
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42 motive, but yet the result revealed the opposite perspective of what has been proposed above when
43 commitment should promote the negative impact to the validations of Job Hopping Behavior
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45 instead of positive relationship as reported.
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Last but not least, the proposed emotional experience influencer as job satisfaction and emotional
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49 exhaustion (H6 and H7) are explained to both have positive and strong relationship toward
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51 normative commitment with the confirmatory of bootstrapping result. Despite being the strongest
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53 hypothesis of all in the model, with path coefficient as β = 0.4879, Emotional exhaustion shows
54 itself as a positive influencer of normative commitment instead of the negative one as supported
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3 The data also provides further information of how the dependent factor and mediators are predicted
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5 in the result of R square (coefficient of determination). 38.24% of the final dependent factor (Job
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7 Hopping Behavior) can be predicted by advance motive, escape motive and also normative
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commitment. Normative commitment can explain 20.1% of escape motive but only 4.4% of the
10 advance motive. Job satisfaction and emotional exhaustion together can be used to explain 26.9%
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12 of normative commitment.
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14 5. Discussion and Implication
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17 The purpose of this study is to apply the Validation scale of Job Hopping Behavior provided by
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Lake, Highhouse & Shrift (2017) as well as to test if the normative commitment is actually affect
20 to the motives and also affected by emotional experience factors as job satisfaction and emotional
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22 exhaustion.
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24 The result indicates the fact that even though IT employees in Vietnam is usually attracted by
25
26 external opportunities and open for them, internal working environment escaping is actually the
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28 main factor that leads to Job Hopping Behavior among them. The view is supporting the research
29
of Mobley, 1997 in the concept of internal impulsive and the original study of Ghiselli in 1974
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31 when the hobos, the job hopping employees, tend to be lack of persistence. Moreover, the statistical
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33 result can be illustrated by TopDev annual report in the beginning of 2020 of IT industry where
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35 despite the fact that over 70% of total 75,000 surveyed IT employees agree to the idea of accepting
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more profitable and attractive deal, more than 85.7% of them are actually satisfied with the current
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38 position and have no intention to transfer to another ones.

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40
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Also, the opposite results comparing to what has been proposed in emotional exhaustion and job
42 hopping behavior are explained for many reasons, specifically by the low level of normative
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44 commitment as over 89% of total respondents are in the working age of below 27 years old, hence
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46 lack of working experience and commitment. As for Job Hopping Behavior, the situation is
47
demonstrated with the long appearing phenomena in Vietnam, “office zombie”, where low
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49 commitment employees still maintain the idea of keeping up their current and stable job instead of
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51 thinking of leaving the job for no specific reason since no emotional exhaustion is suffered. About
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53 the contrary result collected about the positive relationship between emotional exhaustion and
54 normative commitment, the case is similar to research of Tan & Akhtar (1998) about China
55
employees in terms of “Indebted obligation” facet, which defined as the more effort they contribute
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3 to the work the more they feel like the position has to be owned by them but not anyone else and
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5 prevent the face lost situation, later promoting the normative commitment, however, more effort
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7 also means great emotional exhaustion they have to go through.
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9 Furthermore, the findings confirmed that Job satisfaction also contributes in the improvement of
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11 organizational commitment among the IT employees in the aspect of obligation and responsible.
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13 As the findings focus on the influencers of normative commitment among young and
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15 inexperienced but potential employees of IT industry, it is useful for Human Resource department
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17 of such companies to take advantage of it to prevent the turnover decisions. The employers should
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promote not just benefit to improve job satisfaction among employees, but also more tasks and
20 works should be focused and released so that workers and employees can feel the empowerment
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22 and belongings to the company in general and the position in specific. Moreover, the employees
23
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24 in the field reveal themselves as following “indebted obligation”, the employers should make them
25 feel that they owe the company and control the level of exhaustion and empowerment coming from
26
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27 the work when they should consider themselves as high contributor and maintain great
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29 commitment toward the company.
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31 Moreover, the research highlighted the direct antecedent of job hopping behavior is because of
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33 peers relation, job interest and working environment rather than external chance of career
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35 developing. For this research situation, the Benefit & Compensation section, especially in the facet
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of internal working condition to prevent peers conflict as well as boredom that probably turning
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38 into turnover decision when internal relationship between peers plays a significant role in keeping
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40 employee around instead of just focusing on providing promotion opportunities.
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42 It is potential to promote study from other age groups combined with more geographical and
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44 industry demographic. Also, it is recommended to develop model with different construct scale
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46 where the only scale is used in this paper is Withdrawal construct. Finally, the dual characteristic
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of organizational commitment components has not been deeply studied when only the “indebted
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49 obligation” is discovered with the combined characteristic of normative commitment and

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51 continuous commitment, the potential is still on the line when lack of other dual characteristic is
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53 found, for example, the combination of affective and normative commitment – moral imperative.
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