Employee voluntary turnover is the reflect of employee attitudes. Considering sustainable development is required today, organizations act a critical role to achieve corporate social responsibility towards internal stakeholders including employees. Prior studies have argued commitment-based human resource (HR) approach contributes to firm performance and reduce employee voluntary turnover. HR approaches are constructed into two dimensions: commitment-based HR approach and control-based HR approach. Although number of studies focus on commitment-based HR approach, researchers have become to notice that control-based HR approach also resist at the same time. This study aims to assess the association of top management team (TMT) attention to HRM, HR approaches and employee voluntary turnover in Japan context. It is hypothesized that TMT attention to HRM influences commitment-based HR approach positively, and control-based HR approach negatively. Commitment-based HR approach reduces employee voluntary turnover, and control-based HR approach improves employee voluntary turnover. While the measurement of control-based HR approach and analytical method request progressive improvement, the next round of analyses are ongoing. Combining the upper echelon perspective, attention-based view, human resource management (HRM) research, and turnover literature, this study expand understanding of organization phenomenon in TMT-level and organization-level.