Factors affecting job-hopping behaviour of employees: a systematic literature review and future research directions

Purpose Organisations across various business industries have witnessed significant increases in job hopping among employees. However, limited systematic analyses exist regarding the antecedents of job-hopping behaviour among employees. To address this gap, this study examined the antecedents of job-hopping behaviour among employees for the benefit of multiple stakeholders, including managers, practitioners, and academics. Design/methodology/approach This study collected 27 papers published between 2005 and 2025 from the Scopus database using PRISMA flow diagrams. We employed manual content analysis based on the findings of 27 publications to explore contexts, theories, and methods and develop themes regarding the antecedents of job-hopping behaviour. Findings After synthesising and analysing the research results from 27 studies, multiple antecedents influencing employees' job-hopping behaviour were identified. These antecedents were grouped into seven themes: organisational cultural factors, work environmental factors, career and development opportunities, psychological and individual factors, motivational and value-based factors, sectoral and demographic factors, and institutional and contextual factors. This study identified only two studies that examined the role of a mediator (i.e. organisational commitment) and moderator (i.e. gender) that have an intervening influence on job-hopping behaviour. Originality/value This study is the first systematic literature review to exclusively examine studies that clarify the antecedents of job-hopping behaviour across multiple subject areas and industries, proposing several directions for future research. The study outlines the key mediators and moderators identified in job-hopping behaviour research.