Abstract

This study examines the predictors of turnover intention in professors of Indian private and deemed universities with a special focus on pay satisfaction, empowerment, self-efficacy, job satisfaction, and affective organisational commitment. The research is grounded in the Job Demands-Resources theory and the Social Exchange Theory, presenting a structural model to test these theories empirically using PLS-SEM through a survey conducted among Indian faculty across various disciplinary groups. The findings reveal that pay satisfaction, empowerment, and self efficacy have a strong positive impact on job satisfaction, which further increases affective organisational commitment (AOC) and decreases turnover intention. Job satisfaction through AOC mediates both the direct and indirect routes to turnover intention, hence explaining the order in which these constructs cause one another. The findings imply that clear remuneration practices, participatory forms of governance, and special mentoring programs to develop self efficacy are needed. Short-term satisfaction drivers should be included in the retention strategies with long-term commitment-building programs, stabilising the academic workforce. By integrating the concepts of empowerment and self-efficacy into turnover frameworks and setting the analysis within Indian private and deemed universities, the study addresses issues in the relationship between satisfaction and commitment, expands turnover theory, and provides practical guidance to university administrations committed to maintaining faculty retention.

Keywords: Job Demands Resources (JD-R), Social Exchange Theory (SET), empowerment, pay satisfaction, self-efficacy, turnover intention.