Purpose: The objective of this paper is to test a selection of hypothesized relationships between: employees' perceived service quality; employees' turnover intentions; role clarity; and empowerment and coaching.

Design/methodology/approach: Drawing from theory, this paper develops a set of hypothesized relationships. The data collection is based on a survey with a sample of 1,076 frontline employees in service organizations.

Findings: There are indications that employees' perceived service quality has a direct negative effect on employees' turnover intentions. The effect of empowerment, coaching, and role clarity on turnover intention appears to be mediated through employees' perceived service quality.

Research limitations/implications: This study is limited to a selection of variables related to employees' turnover intentions. Future research may focus on testing other variables that may be related to employees' turnover intentions.

Practical implications: This study stresses the importance for managers in service organizations to measure employees' perceived service quality. The results show that there are both direct and indirect relationships to employees' turnover intentions. The conclusion is that employees' perceived service quality is an important consideration with respect to employee-turnover management.

Originality/value: This study has developed and tested a set of hypothesized relationships in the field of service management. © Emerald Group Publishing Limited.