▁health y ▁and ▁safe , ▁and ▁their ▁performance ▁is ▁satisf actory ▁to ▁the ▁employ er . ▁However , ▁the ▁predict ors ▁of ▁low ▁turn over ▁may ▁sometimes ▁differ ▁than ▁those ▁of ▁high ▁turn over . ▁As ide ▁from ▁the ▁fore - ment ioned ▁career ▁opportun ities , ▁sal ary , ▁corpor ate ▁culture , ▁management ' s ▁recognition , ▁and ▁a ▁comfortable ▁work place ▁seem ▁to ▁impact ▁employees ' ▁decision ▁to ▁stay ▁with ▁their ▁employ er . ▁ ▁Many ▁psych ological ▁and ▁management ▁theories ▁exist ▁regarding ▁the ▁types ▁of ▁job ▁content ▁which ▁is ▁intr ins ically ▁satisfying ▁to ▁employees ▁and ▁which , ▁in ▁turn , ▁should ▁minim ise ▁external ▁volunt ary ▁turn over . ▁Ex amples ▁include ▁Herz berg ' s ▁two ▁factor ▁theory , ▁McC le ll and ' s ▁Theory ▁of ▁Ne eds , ▁and ▁H ack man ▁and ▁Old ham ' s ▁Job ▁Character istics ▁Model . ▁ ▁Str ess ▁▁ ▁Ev idence ▁suggests ▁that ▁dist ress ▁is ▁the ▁major ▁cause ▁of ▁turn over ▁in ▁organizations . ▁ ▁Bul lying ▁▁ ▁A ▁number ▁of ▁studies ▁report ▁a ▁positive ▁relationship ▁between ▁bul lying , ▁intention ▁to ▁leave ▁and ▁high ▁turn over . ▁In ▁some ▁cases , ▁the ▁number ▁people ▁who ▁actually ▁leave ▁is ▁a ▁“ tip ▁of ▁the ▁ice berg ”. ▁Many ▁more ▁who ▁remain ▁have ▁considered ▁leaving . ▁ ▁In ▁O ’ Con nell ▁et ▁al .’ s ▁( 2 0 0 7 ) ▁Irish ▁study , ▁ 6 0 % ▁of ▁respond ents ▁considered ▁leaving ▁whilst ▁ 1 5