Job-hopping, defined as the trajectory of voluntary inter-organizational transitions over one’s career, is a top concern for managers as they witness their salespeople change jobs more frequently and with greater ease than ever before. Indeed, many hiring managers indicate that a history of job-hopping is a deal-breaker when interviewing candidates for employment. This is partially because the direct costs associated with replacing salespeople can be more than 200% of annual compensation. Surprisingly, marketing research has mostly neglected the phenomenon of salesperson job-hopping, opting instead to focus primarily on salesperson turnover. Thus, the purpose of this dissertation is to take an initial venture into the exciting and timely area of salesperson job-hopping. To accomplish this task, this dissertation draws from employee turnover and change theories to examine how salesperson job-hopping is influenced by job satisfaction change, defined as the systematic increase or decrease in levels of job satisfaction over time. Next, moderating variables representing salesperson human capital are examined as potential levers that impact the job satisfaction change – job-hopping relationship. A longitudinal dataset comprising data collected over 26 occasions and spanning 35 years of work history for 5,711 salespeople is utilized in the analysis. The hypothesized relationships are tested by estimating several longitudinal growth models. Results of the analysis indicate support for all predicted relationships. A discussion of the results is provided, followed by a discussion of this study’s implications, limitations, and suggestions for future research.