In this section, by examining the “hobo syndrome” from an organizational behavior perspective, a conceptual and empirical analysis is presented to explain employees’ tendencies and behaviors toward frequent job-hopping without rational justification. In this context, the definition and scope of the “hobo syndrome” concept are discussed. It is observed that there is a limited number of empirical studies on the subject; accordingly, a summary of these studies is provided, and the causes and consequences of the syndrome are examined in light of the findings.

The study emphasizes that voluntary job separations occurring outside of rational justifications, as seen in the context of the hobo syndrome, result in significant costs in terms of organizational sustainability. The study emphasizes that the hobo syndrome is not merely a matter of frequent job-hopping behavior but is a multidimensional phenomenon composed of attitudinal, personal, and perceptual dynamics. Additionally, the study presents findings indicating that the prevalence of the syndrome can vary across sectors, organizational levels, and generations. On the other hand, the literature highlights that while there are concepts similar to the hobo syndrome, there are distinct differences between them.

In light of all these evaluations, it is concluded that the hobo syndrome is not merely an individual preference regarding job turnover, but a complex organizational behavioral phenomenon shaped by the interaction of personality traits, perceptual evaluations, and prior experiences.