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1 – 10 of over 19000Ana Junça Silva and Rosa Rodrigues
This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association…
Abstract
Purpose
This study relied on the job demands and resource model to understand employees’ turnover intentions. Recent studies have consistently lent support for the significant association between role ambiguity and turnover intentions; however, only a handful of studies focused on examining the potential mediators in this association. The authors argued that role ambiguity positively influences turnover intentions through affective mechanisms: job involvement and satisfaction.
Design/methodology/approach
To test the model, a large sample of working adults participated (N = 505).
Findings
Structural equation modeling results showed that role ambiguity, job involvement and job satisfaction were significantly associated with turnover intentions. Moreover, a serial mediation was found among the variables: employees with low levels of role ambiguity tended to report higher job involvement, which further increased their satisfaction with the job and subsequently decreased their turnover intentions.
Research limitations/implications
The cross-sectional design is a limitation.
Practical implications
Practical suggestions regarding how organizations can reduce employee turnover are discussed.
Originality/value
The findings provide support for theory-driven interventions to address developing the intention to stay at work among working adults.
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To what extent can resiliency reduce negative work outcomes to help employees recover from failure? This study investigates how the interaction of trait resiliency and mistake…
Abstract
To what extent can resiliency reduce negative work outcomes to help employees recover from failure? This study investigates how the interaction of trait resiliency and mistake tolerance play key roles in reducing turnover intention in organizations. Specifically, trait resiliency is hypothesized to be negatively related to managerial turnover intentions. Moreover, the author investigates the interactive role of perceived mistake tolerance as a situational factor that may impact the extent to which resiliency decreases turnover intentions. In a sample of 209 working managers and executives, moderated path modeling reveals that resiliency reduces turnover intentions. Additionally, results suggest a more nuanced view that takes into consideration the interaction of trait resiliency and perceptions of mistake tolerance in reducing turnover intentions.
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Ying Chen, Yun-Kyoung Kim, Zhiqiang Liu, Guofeng Wang and Guozhen Zhao
Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union…
Abstract
Guided by social exchange theory and signaling theory, this chapter investigates the relationship between individual perceptions of high-performance work systems (HPWS), union instrumentality, and employees’ turnover intention. The results obtained from a multilevel and multisource sample of more than 1,300 employees in 37 multinational corporation based in China show that, in contrast to our hypothesis, union instrumentality is not directly related to turnover intention; rather, the results from the post hoc mediation analysis show that union instrumentality is indirectly and negatively related to turnover intention through affective organizational commitment. Consistent with our hypothesis, the results of our analysis show that union instrumentality serves as an important contingent factor in the relationship between HPWS and employee turnover intention. The relationship between HPWS and turnover intention becomes positive when employee union instrumentality is low.
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Eka Pariyanti, Wiwiek Rabiatul Adawiyah and Siti Zulaikha Wulandari
There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second…
Abstract
Purpose
There are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.
Design/methodology/approach
This research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)
Findings
There are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.
Research limitations/implications
This study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.
Practical implications
Practically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.
Social implications
In social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.
Originality/value
The originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.
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Attia Aman-Ullah, Hadziroh Ibrahim, Azelin Aziz and Waqas Mehmood
This study aimed to examine the direct impact of work–life balance on employee retention and turnover intentions among doctors in Pakistan. Further, it also aimed to test the…
Abstract
Purpose
This study aimed to examine the direct impact of work–life balance on employee retention and turnover intentions among doctors in Pakistan. Further, it also aimed to test the mediating role of job satisfaction on these relationships.
Design/methodology/approach
This study's data were collected from 394 doctors working in public hospitals in Pakistan, using survey-based questionnaires and stratified random sampling technique. For data analysis, structural equation modelling was utilised to investigate the direct and indirect associations among the variables, while Statistical Software for the Social Sciences (SPSS) was used for data management.
Findings
Work–life balance was found to have a positive association with employee retention and a negative association with turnover intention. Results suggest that a fair work–life balance is a significant predictor of employee retention and turnover intention. Also, job satisfaction significantly mediated the relationship between work–life balance and employee retention and between work–life balance and turnover intention.
Research limitations/implications
This study's focus was limited to doctors working in public hospitals. Thus, future research can extend the scope to other segments such as nurses, paramedics and pharmacists from both public and private organisations.
Practical implications
Human resource (HR) executives can improve employee retention and turnover intentions through strategic implementation of work–life balance practices. Policymakers should stress upon hospitals to implement favourable working hours that are satisfactory to employees to reduce turnover intention.
Social implications
In the healthcare industry, suitable work–life balance strategies will help improve employees' lifestyle, which will positively impact their family and social relationships.
Originality/value
This study is expected to contribute to the existing healthcare literature in the context of Pakistan by explaining the process by which work–life balance affects employee retention and turnover intention. Specifically, job satisfaction is the mechanism that explains these relationships.
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This study takes a unique perspective on the role of psychological contract breach, turnover intentions and off-the-job embeddedness in influencing the behavior of reluctant…
Abstract
Purpose
This study takes a unique perspective on the role of psychological contract breach, turnover intentions and off-the-job embeddedness in influencing the behavior of reluctant stayers. More specifically, reluctant stayers are defined as employees who are high on turnover intentions and off-the-job embeddedness. It proposes that employees who perceive psychological contract breaches are more likely to develop turnover intentions. Such breaches are expected to indirectly spur organizational deviance, with turnover intentions as the mediator. Finally, a moderated-mediation model is proposed where off-the-job embeddedness is expected to moderate the relationship between turnover intentions and organizational deviance.
Design/methodology/approach
Data were collected from 231 employees across the energy sector within the Caribbean nation of Trinidad, using a two-wave research design and a path-analytic approach.
Findings
The findings provide support for the propositions that perceived psychological contract breach predicts turnover intentions and that turnover intentions mediate the contract breach–organizational deviance relationship. Further, the proposition that off-the-job embeddedness moderates the relationship between turnover intentions and organizational deviance was supported by the sample data. Consequently, reluctant stayers (employees with high turnover intentions and high off-the-job embeddedness) responded to perceived psychological contract breach with higher levels of organizational deviance when they were more deeply embedded.
Originality/value
Limited studies have explored the behaviors of reluctant stayers, and hence this study adds to research on this emerging classification of employees. Furthermore, no study has yet explored the role of high turnover intentions and off-the-job embeddedness in creating reluctant stayers.
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Thi Tuan Linh Pham, Hao-Yuan Chang, Alice May-Kuem Wong, Vu Hong Van and Ching-I Teng
Nurses' health is vital for retaining nurses in the profession. However, lack of study has examined how headaches and professional commitment interact to impact professional…
Abstract
Purpose
Nurses' health is vital for retaining nurses in the profession. However, lack of study has examined how headaches and professional commitment interact to impact professional turnover intention. This study aims to examine the moderating effect of nurses' headaches on the relationship among professional commitment factors (affective professional commitment, continuance professional commitment and normative professional commitment) and nurses' professional turnover intention.
Design/methodology/approach
This study employed a two-wave design and questionnaires to survey 524 nurses from a large medical center in Taiwan during February and March 2017 (the first wave) and June and August 2017 (the second wave). Headaches were measured using descriptions formulated by the International Headache Society. Items measuring other constructs came from relevant literature. Regression analysis was used to assess relationships between the constructs.
Findings
All aspects of professional commitment are negatively related to professional turnover intention (B [CI] = −0.47 [−0.58, −0.36], −0.20 [−0.29, −0.11], −0.22 [−0.32, −0.12], p < 0.001). Headaches reduce the negative relation between affective professional commitment and professional turnover intention (B [CI] = 0.14 [0.02,0.27], p = 0.02).
Practical implications
Headaches could interfere with nurses' commitment to the nursing profession and influence nurses' intention to leave. Managers should seek means to help alleviate nurses' headaches.
Originality/value
This study is the first to examine how headaches and professional commitment interact to influence nurses' professional turnover intention.
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Naval Garg, Manju Mahipalan and Nidhi Sharma
The study examined the relationship between workplace toxicity and turnover intentions among Indian healthcare employees. It also explored the role of gratitude as a moderator in…
Abstract
Purpose
The study examined the relationship between workplace toxicity and turnover intentions among Indian healthcare employees. It also explored the role of gratitude as a moderator in the workplace toxicity–turnover intentions relationship.
Design/methodology/approach
The study is based on a cross-sectional research design. The sample comprises 315 employees from the Indian healthcare sector. Approximately, 400 employees are approached both through email and office visits. Responses were received from 336 participants, and 21 incomplete questionnaires were discarded. The relationships between four variables of workplace toxicity and turnover intentions are examined using correlation and hierarchical regression. The moderation effect of gratitude is studied using the PROCESS macro in SPSS 21.
Findings
The results revealed that workplace toxicity could explain 45.8% variations in employees' turnover intentions. It also reported significant negative regression coefficients between all four dimensions of workplace toxicity and turnover intentions. It suggested that toxic health organizations may promote turnover intentions among healthcare employees. Also, findings recommended a significant moderating effect of gratitude amid the relationships of four dimensions of workplace toxicity and turnover intentions.
Practical implications
Hospital administrators must ensure that health professionals have the necessary support to remain effective in the field by providing a conducive working environment emerging from sound human resource practices that promote respect, collegial relationships, teamwork and collaboration. The present research demonstrates gratitude as one such factor that could act as a catalyst within the workplace. Practitioners could achieve a healthy work environment by developing complementary relief measures that build organizational capacities and improve its culture while sponsoring programs for individual employees that instill positivity through awareness of gratitude in everyday life.
Originality/value
This study offered a comprehensive understanding of workplace toxicity by investigating its four dimensions. Also, it is one of the pioneer studies that evaluate the role of gratitude in restricting workplace toxicity-induced turnover intentions.
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Stephen Tetteh, Rebecca Dei Mensah, Christian Narh Opata and Claudia Nyarko Mensah
As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital (PsyCap) and…
Abstract
Purpose
As a way of addressing how best turnover intention among service employees can be reduced through workplace fun, this study aims to examine how psychological capital (PsyCap) and work engagement, respectively, moderates and mediates the relationship between workplace fun and turnover intention in a moderated mediation.
Design/methodology/approach
Using cross-sectional quantitative design, data were collected by means of questionnaires and convenience sampling. The hypotheses were tested with 482 service employees from the hospitality industry in Ghana using PROCESS macro.
Findings
The findings depict that work engagement mediates the relationship between workplace fun and turnover intention among service employees. Also, PsyCap moderates the workplace fun–engagement relationship, in addition to the workplace fun–work engagement–turnover intention relationship. Specifically, both relationships are stronger for employees with high PsyCap.
Practical implications
The authors would like to conclude that as frontline employees are usually subjected to stressful conditions, monotonous working environments and emotional labor, which affect the quitting intention, incorporating fun into the workplace will strategically help frontline employees to be engaged in their work and reduce their intentions to quit.
Originality/value
With a focus on a developing economy, this work is novel in exploring possible factors that may help increase work engagement and reduce turnover intention among service employees.
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Mastery goals and intrinsic motivation have separately been found to predict employee turnover and turnover intention, respectively. The purpose of the present study was to…
Abstract
Purpose
Mastery goals and intrinsic motivation have separately been found to predict employee turnover and turnover intention, respectively. The purpose of the present study was to examine their relative and combined influence on turnover intention in terms of a direct model and a moderated model.
Design/methodology/approach
A cross‐sectional survey was conducted among employees representing more than 400 organizations from a wide range of industrial sectors. The theoretical or subject scope of the paper was to integrate motivational antecedents for employee turnover.
Findings
When assessed jointly, intrinsic motivation was the strongest predictor of turnover intention. Mastery‐approach goals were positively related to turnover intention, but this relationship was moderated by intrinsic motivation. The relationship between mastery‐approach goals and turnover intention was only positive for employees low in intrinsic motivation.
Research limitations/implications
The two most important limitations are the cross‐sectional nature of the study and the reliance on self‐reported questionnaire data. Consequently, experimental and/or longitudinal studies are needed to examine causality issues.
Practical implications
The results suggest that intrinsic motivation holds a salient role for predicting turnover intention. For managers and organizations, then, emphasis should be placed on facilitating work environments supportive of intrinsic motivation in order to maintain employees' turnover intention at low levels.
Originality/value
The most interesting finding is that intrinsic motivation held a substantially stronger relationship with turnover intention than that of mastery‐approach goals. In addition, support for the buffering role of intrinsic motivation was found, as mastery‐approach goals were unrelated to turnover intention when intrinsic motivation was high.
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