Search results

This paper aims to examine employee perceptions of the labor market in the employee turnover intention model and explores how different situations outside work (labor market conditions) play a role in employee-organizational membership. In addition, it also examines the mediating role of commitment in the relationship between stress and the turnover model.

Data were collected from 628 private school teachers working in the economically depressed state of J&K (India), which were randomly selected. Confirmatory factor analysis was used for validation of a scale. Structural equation modeling and PROCESS by Hayes was used to test the hypothesized relationships between the study variables.

The antecedents of occupational stressors contribute negatively toward employees’ psychological state resulting in undesirable employee-organizational relationships such as high turnover intentions and low organizational commitment. Nevertheless, lack of external job opportunities compels employees to maintain organizational membership, even though against the stressful working environment.

This study while acknowledging the inherent limitations, questionnaires are susceptible to and single sectional nature of the study poses limitations.

The practical implication explains that the employee and organization relationship is governed more by external economic conditions than by the psychological feelings of the employees toward the organization (organizational commitment). As also, the moral system of employees, as well as their feelings toward the noble profession makes them feel morally exalted and this binds them to the membership of the organization.

This study mainly focuses on, to understand if and how the conditions of the labor market relate to the employees’ attitudes. This would enable us to gain more insights to the systematic relations of employees’ attitudinal variables such as occupational stress, organizational commitment and employee turnover intentions.

While there is ample discussion in management studies and organizational behavior textbooks about the factors that impact organizational outcomes, such as employee retention, this research is focused on exploring the previously unexplored question of how procedural justice, job characteristics and meaningful work influence employees' intentions to leave their organizations. As such, this study aims to investigate the impact of procedural justice on employees' intentions to leave, both independently and in conjunction with job characteristics and meaningful work as mediators.

This study uses partial least squares structural equation modeling (PLS-SEM) to develop the research model and for hypothesis testing. The path model is assessed using critical model fit indices and measures of goodness of fit.

The results reveal a negative relationship between procedural justice and employees’ intentions to leave. This negative relationship persists and is strengthened when both job characteristics and meaningful work act as mediators. Although job characteristics only exerted a significant effect through indirect effects, meaningful work demonstrated a significant negative impact on the intentions to leave through both direct and indirect effects.

This study presents a new perspective on employee retention by proposing an original mediation-based path model. Through the testing of eleven hypotheses, the study reveals the intricate relationships between the four constructs examined. The findings provide valuable insights that can serve as a basis for future research in management studies and organizational behavior.

In recent decades, human resource management (HRM) in health organizations has faced several problems associated with employees' efficiency and happiness, which has been particularly exacerbated after the pandemic crisis. In this scenario, this study seeks to analyze nurses' turnover intention by comparing Portuguese public and private healthcare organizations. As determining factors, transformational leadership, perceived organizational support and organizational commitment were considered.

A survey was digitally applied to 277 nurses from Portuguese public and private healthcare organizations.

Results suggested that there are differences in nurses' turnover intentions: there is a greater likelihood of nurses in the private sector planning to leave the healthcare organizations the nurses work for when compared to public hospital nurses. Furthermore, nurses in public hospitals perceive lower levels of transformational leadership, organizational support and organizational commitment than those in the private sector. The underlying cause as to the intention of leaving the public sector resides in normative commitment. On the other hand, lower affective commitment explains the intention to abandon the private sector.

This study is relevant for human resource managers and administrators in public and private hospitals since it enables a diagnosis of the situation, as well as a definition of the most appropriate policies for each of the sectors as a strategy to attract and retain health professionals.

This study is significant as the study provides a better understanding of the reasons which lead nurses to consider leaving the organization where the nurses work and the difference between nursing professionals in public and private hospitals.

The purpose of this article is to describe and analyze the occupational life cycle of Swedish real estate brokers.

Voluntary turnover among real estate brokers could lead to occupational turnover and/or employee turnover and has been described as problematic by both practitioners and researchers alike. Most previous studies focusing on this issue have explored connections between real estate brokers' personality, economic and market conditions and turnover. Employee turnover involves shifting jobs within the profession (real estate brokerage), whereas occupational turnover concerns movement to a job not related to the real estate brokerage profession. Both perspectives on turnover are however lacking data about the average time spent as a broker. This study fills this gap by exploring real estate brokers' life cycle through data analysis using a cohort study consisting of a sample of 5,304 real estate brokers registered and/or deregistered over a ten-year period from 2010 to 2019.

The analysis show that the decline is almost linear, resulting in 50% of the newly registered real estate brokers remain in the occupation eight years after registration. These findings are not in line with previous assumptions as the real estate brokers' life cycle is substantially longer. The results also reveal that there are differences in life cycles due to gender and year of registration.

The analysis of longitudinal, aggregated data on the life cycle of real estate brokers is highly relevant as it serves as a point of reference for future longitudinal studies analyzing the motives for leaving the occupation.

Society is critically dependent on an adequate supply of hospital doctors to ensure optimal health care. Voluntary turnover amongst hospital doctors is, however, an increasing problem for hospitals. The aim of this study was to systematically review the extant academic literature to obtain a comprehensive understanding of the current knowledge base on hospital doctor turnover and retention. In addition to this, we synthesise the most common methodological approaches used before then offering an agenda to guide future research.

Adopting the PRISMA methodology, we conducted a systematic literature search of four databases, namely CINAHL, MEDLINE, PsycINFO and Web of Science.

We identified 51 papers that empirically examined hospital doctor turnover and retention. Most of these papers were quantitative, cross-sectional studies focussed on meso-level predictors of doctor turnover.

Selection criteria concentrated on doctors who worked in hospitals, which limited knowledge of one area of the healthcare environment. The review could disregard relevant articles, such as those that discuss the turnover and retention of doctors in other specialities, including general practitioners. Additionally, being limited to peer-reviewed published journals eliminates grey literature such as dissertations, reports and case studies, which may bring impactful results.

Globally, hospital doctor turnover is a prevalent issue that is influenced by a variety of factors. However, a lack of focus on doctors who remain in their job hinders a comprehensive understanding of the issue. Conducting “stay interviews” with doctors could provide valuable insight into what motivates them to remain and what could be done to enhance their work conditions. In addition, hospital management and recruiters should consider aspects of job embeddedness that occur outside of the workplace, such as facilitating connections outside of work. By resolving these concerns, hospitals can retain physicians more effectively and enhance their overall retention efforts.

Focussing on the reasons why employees remain with an organisation can have significant social repercussions. When organisations invest in gaining an understanding of what motivates their employees to stay in the job, they are better able to establish a positive work environment that likely to promote employee well-being and job satisfaction. This can result in enhanced job performance, increased productivity and higher employee retention rates, all of which are advantageous to the organisation and its employees.

The review concludes that there has been little consideration of the retention, as opposed to the turnover, of hospital doctors. We argue that more expansive methodological approaches would be useful, with more qualitative approaches likely to be particularly useful. We also call on future researchers to consider focussing further on why doctors remain in posts when so many are leaving.

This study aims to ascertain the intentions of risk managers to use artificial intelligence in performing their tasks by examining the factors affecting their motivation.

The study employs an integrated theoretical framework that merges the third version of the technology acceptance model 3 (TAM3) and the unified theory of acceptance and use of technology (UTAUT) based on the application of the structural equation model with partial least squares structural equation modeling (PLS-SEM) estimation on data gathered through a Likert-based questionnaire disseminated among Italian risk managers. The survey reached 782 people working as risk professionals, but only 208 provided full responses. The final response rate was 26.59%.

The findings show that social influence, perception of external control and risk perception are the main predictors of risk professionals' intention to use artificial intelligence. Moreover, performance expectancy (PE) and effort expectancy (EE) of risk professionals in relation to technology implementation and use also appear to be reasonably reliable predictors.

Thus, the study offers a precious contribution to the debate on the impact of automation and disruptive technologies in the risk management domain. It complements extant studies by tapping into cultural issues surrounding risk management and focuses on the mostly overlooked dimension of individuals.

Yet, thanks to its quite novel theoretical approach; it also extends the field of studies on artificial intelligence acceptance by offering fresh insights into the perceptions of risk professionals and valuable practical and policymaking implications.

This research aimed to study the impact of compensation on employee retention and turnover intentions among healthcare employees. The study also tested the mediation role of job satisfaction in the relationship.

In the present study, self-administrated questionnaires were distributed among 600 doctors working in public hospitals of Pakistan, following stratified sampling. The data analysis was conducted through SPSS and smart-PLS.

Results of the present study supported all the hypotheses (H1–H7), such as the significant relationship of compensation with employee retention and turnover intentions. Results further confirmed the mediation effect of job satisfaction between compensation and employee retention as well as compensation and turnover intentions.

This study is useful for policymakers and organizational managers since the study provides guidelines on employee retention and high turnover intentions and how these factors are influenced by improved compensation.

This study sheds light on the relationship of compensation together with employee retention and turnover intentions through the mediating role of job satisfaction in healthcare context, which was overlooked in the existing literature.

In the purview of stress–turnover relationship, the present study aims to explore the endogenous and exogenous aspects of stress and employees' turnover intentions. Further, it also intends to evaluate the mediating role of perceived employee's exploitation between stressors and employee turnover intentions. For that matter, antecedents of stressors were identified and classified into endogenous and exogenous stressors: endogenous stressors relate to the employees' negative psychological contact within an organization and exogenous stressors are various macro-economic factors which have a considerable influence on employees' workplace behavior.

For the purpose of this study, this study choses private school teachers as respondents working in the economically depressed state of India. Thus, data for the present study has been collected from 628 private school teachers of J&K (India) which were randomly selected. In order to ensure valid and reliable statistical inferences from the study, data collected has been validated using confirmatory factor analysis and hypothesis testing has been carried out through structural equation modeling.

It was found that both types of stressors were contributing negatively toward employee's psychological state resulting in undesirable employee organizational relationships manifested as turnover intentions among employees. Moreover, perceived employee's exploitation was found to intensify the relationship of employee turnover as a dependent variable regressed on endogenous, exogenous and occupational stress by fully mediating the stress–turnover intricacies.

The implications of the study include the identification of employees' stressor needs in order to gauge the understanding of the mechanism by which employees react to their environment and develop attitudes toward their jobs. The present study includes a small sample size obtained from private educational institutions only. Therefore, there is a need to take a geographically diverse sample that is inevitable for universal inferences and validity.

Very little research has been conducted to explore endogenous, exogenous and unique stressors such as economic stress and perceived external opportunities which constitute the overall stress. Moreover, to the best of the authors’ knowledge, this is the first study which tests the model empirically that examines the effect of stress–turnover relationship through perceived employee's exploitation in the teaching and educational sector.

Is it possible to consider organizational entrenchment (OE) and continued commitment (CC) as the same phenomenon? Are there enough differences between CC and affective commitment (AC) to defend that they cannot be part of the same construct? The objective of this study was to examine the convergence of validated measures between OE and CC and their discrimination to AC. The authors’ aim was to compare two models of antecedents and their consequences: the model that includes OE and AC, and the one that includes CC and AC.

An extensive cross-sectional study was conducted with a sample of 1,648 respondents (the majority lived in the Northeast region of Brazil, worked in private services companies, were female, single, under 35 years old, had, at least, begun college studies and received up to five times the minimum wage). A six-point Likert scale was used in this study. To measure OE, CC and AC, the authors used reduced versions of validated measures. To test the hypotheses, first, the authors used Pearson's correlation analysis and then, structural equation modeling, comparing two models of antecedents and consequences (one including OE and AC, and the other, including CC and AC).

As expected, affective commitment had a positive impact on the desired behavior (intention for commitment, defense, staying), whereas entrenchment and continuance commitment had a negative or non-significant impact on these behaviors. Results show the existence of a conceptual and empirical overlap between organizational entrenchment and continuance commitment and indicate that the continuance dimension is not part of commitment but rather part of organizational entrenchment.

The fact that this is a cross-sectional study sets a limitation on the results, for not allowing greater understanding of the dynamics and the causal direction of relationships. Additionally, it follows the trend of studies in the organizational behavior field of utilizing self-reported data, which results in problems related to perceptual bias (Morrow, 2011).

The practical implications of this study regard a greater clarification on which behaviors are expected from either committed and entrenched workers, and which drivers may lead to each of these bonds. Therefore, a better understanding of the phenomenon contributes to the training of managers and to the design of organizational policies and practices.

The clarity of bonds also allows its application to different contexts beyond business organizations, as a step to reach better understanding of commitment and entrenchment in different settings, economical and national realities.

It is expected that these findings add a higher precision to the research on commitment, thus contributing to the validity of the measures. Given these results and confirmation that OE and CC represent the same bond, it is considered appropriate to designate this type of bond simply as OE. Additionally, the results of this study represent a further argument in favor of prioritizing the AC than CC in research and in management of organizational commitment.