Abstract
Based on social psychological theories, this study aimed at identifying
personal and environmental factors to motivate employees to leave their current
organizaitons. First, we hypothesized that employees with ability to achieve
superior work performance would be regarded to be high on “social value”
in the labor market, and therefore more likely than the average employees
to be motivated to leave their current organizations for better opportunities
（Hypothesis 1）. Second, we predicted that job satisfaction and inclusive
climate （characterized by equity, interpersonal harmony, psychological
safety, etc.） would respectively weaken the positive effect of job performance
on mobility （Hypotheses 2 and 3）. Third, we assumed that the predictorcriterion
relationship would become weaker when such mobility costs as social
reputation （Hypothesis 4-1） and knowledge, skills, abilities, and interpersonal
relations （Hypothesis 4-2） were high. The results supported Hypotheses3 and
4-1. Theoretical contributions and and practical implications of the research
are discussed.
