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Chapter 6 120 on employees’ turnover intentions in cross-sectional designs instead of long-term behavior (Meyers, De Boeck, & Dries, 2017). On the other hand, we pioneer in exploring the implications of STIA, an increasingly popular form of expatriation (Baruch, Altman, & Tung, 2016; BGRS, 2015; Meyskens, Von Glinow, Werther, & Clarke, 2009). 6.2 Voluntary Turnover Voluntary turnover – employee-initiated movements across the membership boundary of an organization – has been studied for over a century (Hom, Lee, Shaw, & Hausknecht, 2017). On the one hand, slowly developing, affective processes cause voluntary turnover. For example, employees leave organizations because of dissatisfaction, detachment, or poor performance (e.g., Allen & Griffeth, 1999; Mobley, Griffeth, Hand, & Meglino, 1979; Rubenstein, Eberly, Lee, & Mitchell, 2018; Steers & Mowday, 1981). On the other hand, so-called “ shocks ” cause turnover. Here, unsolicited job offers, family changes, or perceived value incongruences cause employees to leave impulsively (e.g., Holtom, Mitchell, Lee, & Eberly, 2008; Lee & Mitchell, 1994). In both cases, time plays an important role in modelling turnover and scholars increasingly conduct survival, hazard, and random coefficient models instead of the traditional logistic regression techniques to model patterns (e.g., Dickter, Roznowski, & Harrison, 1996; Kammeyer-Mueller, Wanberg, Glomb, & Ahlburg, 2005; Morita, Lee, & Mowday, 1993; Weller, Holtom, Matiaske, & Mellewigt, 2009). 6.3 HRM Practices Organizations can reduce the costly voluntary turnover among their top talents via HRM practices. For instance, the implementation of “ high involvement ”, “ high performance ”, and “ high commitment ” practices – including performance management practices, developmental opportunities, and job enrichment – have been found to reduce turnover (Griffeth & Hom, 2001; Heavey, Holwerda, & Hausknecht, 2013; Jiang, Lepak, Hu, & Baer, 2012; Steel et al., 2002). These HRM practices continuously influence the employee-organization relationship and thereby affect the likelihood of voluntary turnover (Hom et al., 2009; Tsui et al., 1997). For graduate trainees in multinationals, particularly performance evaluations, potential assessments, and STIA are relevant. Frequently, other relevant HRM practices are standardized in national or global policies (e.g., base compensation; leave), leaving little variation within cohorts of peers. In contrast, performance systems, potential assessments, and STIA are implemented specifically with the purpose to differentiate within peer groups. 6.3.1 Performance Evaluation Performance management systems help organizations to identify and reward the employees who contribute most to organizational goals while avoiding to appeal to those who do not (Griffeth & Hom, 2001; Steel et al., 2002). Frequently, systems with relative ratings are implemented to rank employees in a peer population, to overcome common rater errors, and to create a high-performance culture where financial and non-financial rewards are allocated on merit, without overspending on compensation budgets (Blume et al., 2009; Guralnik, Rozmarin, & So, 2004; Stewart et al., 2010). These relative systems