Future research should extend our efforts by considering specific areas of turnover
management with other causal variables, additional populations, and additional
methods of measuring cultural orientation to increase our understanding of the link
between organizational-specific (organization and supervisor-based) variables and
employee behavior both at the cultural and the individual level. In addition,
multi-method probes that include surveys, personal interviews, direct observation, and
experiments are needed to provide further validation of the link between cultural
values and individual employee behavior. Future research needs to address this issue
by comparing individualists and collectivists within and across individualist and
collectivist cultures. Future research should also examine how other cultural attributes
may associate with employee’s job attitudes. The approach developed in this paper
may also be a useful theoretical lens for understanding how other cultural values
(e.g. uncertainty avoidance, masculinity/femininity, or power distance) shape
individuals reactions to their work environment. As stated before because of the
changing nature of Turkish society, more research is needed about the fluctuating
individualistic and collectivistic characteristic of Turkish culture. Finally, in this
study, we focus on predicting employee turnover intentions. However, a useful
extension of this research could be examining actual turnover and how cultural
orientation influences on actual turnover rates.