The empirical evidence on negating turnover intentions among academicians
-
Author(s)Shaha FaisalLink to ORCID Index: https://orcid.org/0000-0002-7628-3751
,
Mohammad NaushadLink to ORCID Index: https://orcid.org/0000-0003-4421-3422
-
DOIhttp://dx.doi.org/10.21511/ppm.19(4).2021.22
-
Article InfoVolume 19 2021, Issue #4, pp. 270-282
- Cited by
- 836 Views
-
399 Downloads
This work is licensed under a
Creative Commons Attribution 4.0 International License
Employee turnover is a major concern for organizations. Specifically, among private business schools, it is proved to be one of the major impediments in carrying out academic activities. This phenomenon creates a conundrum for both college administrations and students. Therefore, each academic unit must work to minimize employee turnover. This study aims to identify the elements that influence academicians’ turnover intentions and the ways to negate them. It used a random sample of 236 academicians (professors, assistant professors, associate professors, and lecturers) from various business schools in India. Exploratory factor analysis (EFA) and confirmatory factor analysis (CFA) were used to analyze the sample. In addition, the structural equation modeling (SEM) approach was used to examine the hypotheses. All variables studied had high loadings of 0.50 or more in CFA. The research model was shown to be fit on three important absolute fit indices: absolute, incremental, and parsimonious. The regression weights of hypotheses were also determined to be significant. The findings indicate that organizational support, compensation, and personnel management had a detrimental effect on turnover intentions at business schools. These results can be used by college administration and management in devising interventions that will assist them in retaining existing talented staff and avoiding the negative repercussions of future turnover.
- Keywords
-
JEL Classification (Paper profile tab)M12, D23, D29
-
References62
-
Tables4
-
Figures2
-
- Figure 1. Research model
- Figure 2. Standardized estimates for the model
-
- Table 1. Demographics of the sample (N = 236)
- Table 2. Construct validity and reliability
- Table 3. The goodness of fit statistics
- Table 4. Regression weights of estimation
-
- Adams, J. S. (1963). Towards an understanding of inequity. Journal of Abnormal and Social Psychology, 67(5), 422-436.
- Alam, A., & Asim, M. (2019). Relationship between job satisfaction and turnover intention. International Journal of Human Resources Studies, 9(2), 2162-3058.
- Allen, D. G., Shore, L. M., & Griffeth, R. W. (2003). The role of perceived organizational support and supportive human resource practices in the turnover process. Journal of Management, 29(1), 99-118.
- Ambrose, M. L., & Schminke, M. (2003). Organization structure as a moderator of the relationship between procedural justice, interactional justice, perceived organizational support, and supervisory trust. Journal of Applied Psychology, 88(2), 295-305.
- Amporful, M. O., Oteng, P. A., & Amoabeng, U. A. (2018). Factors that Contribute to Motivation and Job Satisfaction of Lecturers in Selected Technical Universities in Ghana. European Journal of Business and Management, 10(35), 39-45.
- Anis, A., Khan, M. A., & Humayoun, A. A. (2011). Impact of organizational commitment on job satisfaction and employee retention in pharmaceutical industry. African Journal of Business Management, 5(17), 7316-7324.
- Bagozzi, R. P., Yi, Y., & Singh, S. (1991). On the use of structural equation models in experimental designs: Two extensions. International Journal of Research in Marketing, 8(2), 125-140.
- Bakker, A. B., & Demerouti, E. (2007). The job demands-resources model: State of the art. Journal of managerial psychology, 22, 309-328.
- Bakker, A. B., Demerouti, E., & Verbeke, W. (2004). Using the job demands-resources model to predict burnout and performance. Human Resource Management, Published in Cooperation with the School of Business Administration, The University of Michigan and in alliance with the Society of Human Resources Management, 43(1), 83-104.
- Baran, B. E., Shanock, L. R., & Miller, L. R. (2012). Advancing organizational support theory into the twenty-first century world of work. Journal of Business and Psychology, 27(2), 123-147.
- Biron, M., & Boon, C. (2013). Performance and turnover intentions: a social exchange perspective. Journal of Managerial Psychology, 28(5), 511-531.
- Bothma, F. C., & Roodt, G. (2012). Work-based identity and work engagement as potential antecedents of tperformance and turnover intention: Unravelling a complex relationship. SA Journal of Industrial Psychology/SA Tydskrif vir Bedryfsielkunde, 38(1), a893.
- Byrne, B. M. (2010). Structural Equation Modeling With AMOS: Basic Concepts, Applications, and Programming (2nd ed.). New York: Routledge.
- Chiu, R. K., & Francesco, A. M. (2003). Dispositional traits and turnover intention. International Journal of Manpower, 24(3), 284-298.
- Cho, S., Johanson, M. M., & Guchait, P. (2009). Employees intent to leave: A comparison determinants of intent to leave versus intent to stay. International Journal of Hospitality Managementt, 28(3), 374-381.
- Choi, K. (2006). A structural relationship analysis of hotel employee’s turnover intention. Asia Pacific Journal of Tourism Research, 11(4), 321-337.
- Choi, S., & Rainey, H. G. (2014). Organizational fairness and diversity management in public organizations: Does fairness matter in managing diversity? Review of Public Personnel Administration, 34(4), 307-331.
- Cohen-Charash, Y., & Spector, P. E. (2001). The role of justice in organizations: A meta-analysis. Organizational Behavior and Human Decision Processes, 86(2), 278-321.
- Cole, M. S., Schaninger Jr, W. S., & Harris, S. G. (2002). The workplace social exchange network: A multilevel, conceptual examination. Group & Organization Management, 27(1), 142-167.
- Cropanzano, R., & Mitchell, M. S. (2005). Social exchange theory: An interdisciplinary review. Journal of Management, 31, 874-900.
- DeConinck, J. B. (2010). The effect of organizational justice, perceived organizational support, and perceived supervisor support on marketing employees’ level of trust. Journal of Business Research, 63(12), 1349-1355.
- DeConinck, J. B., & Johnson, J. T. (2009). The effects of perceived supervisor support, perceived organizational support, and organizational justice on turnover among salespeople. Journal of Personal Selling & Sales Management, 29(4), 333-350.
- Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied psychology, 71(3), 500.
- Faisal, S., Naushad, M., & Faridi, M. R. (2020). A Study on The Level and Relationship of Job Embeddedness and Turnover Intentions among Saudi Arabian Working-class. Management Science Letters, 10, 3167-3172.
- Fishbein, M., & Ajzen, I. (1977). Belief, attitude, intention, and behavior: An introduction to theory and research. Philosophy and Rhetoric, 10(2), 177-187.
- Fornell, C., & Larcker, D. F. (1981). Structural Equation Models with Unobservable Variables and Measurement Error: Algebra and Statistics. Journal of Marketing Research, 18(3), 382-388.
- Greenberg, J. (1987). A taxonomy of organizational justice theories. Academy of Management Review, 12(1), 9-22.
- Griffeth, R. W., Hom, P. W., & Gaertner, S. (2000). A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. Journal of Management, 26(3), 463-488.
- Hair Jr, J. F., Matthews, L. M., Matthews, R. L., & Sarstedt, M. (2017). PLS-SEM or CB-SEM: updated guidelines on which method to use. International Journal of Multivariate Data Analysis, 1(2), 107.
- Hair, J. F., Ringle, C. M., & Sarstedt, M. (2013). Partial least squares structural equation modeling: Rigorous applications, better results and higher acceptance. Long range planning, 46(1-2), 1-12.
- Harhara, A. S., Singh, S. K., & Hussain, M. (2015). Correlates of employee turnover intentions in oil and gas industry in the UAE. International Journal of Organizational Analysis, 23(3), 493-504.
- Hofmann, Y. E., & Strobel, M. (2020). Transparency goes a long way: information transparency and its effect on job satisfaction and turnover intentions of the professoriate. Journal of Business Economics, 90(5), 713-732.
- Hwang, J. I., & Chang, H. (2009). Work climate perception and turnover intention among Korean hospital staff. International Nursing Review, 56(1), 73-80.
- Jacobs, E., & Roodt, G. (2007). The development of a knowledge sharing construct to predict turnover intentions. Aslib Proceedings, 59(3), 229-248.
- Jeswani, S., & Dave, S. (2012). Impact of individual personality on turnover intention: A study on faculty members. Management and Labour Studies, 37(3), 253-265.
- Jung, H., Jung, S. Y., Lee, M. H., & Kim, M. S. (2020). Assessing the presence of post-traumatic stress and turnover intention among nurses post-Middle East respiratory syndrome outbreak: the importance of supervisor support. Workplace health & safety, 68(7), 337-345.
- Kim, J. K., & Kim, M. J. (2011). A review of research on hospital nurses’ turnover intention. Journal of Korean Academy of Nursing Administration, 17(4), 538-550.
- Kim, N. (2014). Employee turnover intention among newcomers in travel industry. International Journal of Tourism Research, 16(1), 56-64.
- Kumar, K., & Gupta, G. (2009). Perceived organizational justice, job satisfaction and turnover intentions: a co-relational study. Gujarat Journal of Psychology, 1, 25-26.
- Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S. (2017). Perceived organizational support: A meta-analytic evaluation of organizational support theory. Journal of Management, 43(6), 1854-1884.
- Lee, Y., Lee, M., & Bernstein, K. (2013). Effect of Workplace Bullying and Job Stress on Turnover Intention in Hospital Nurses. Journal of Korean Academy of Psychiatric and Mental Health Nursing, 22(2), 77-87.
- Malek, K., Kline, S. F., & DiPietro, R. (2018). The impact of manager training on employee turnover intentions. Journal of Hospitality and Tourism Insights, 1(3), 203-219.
- McEntee, A., Roche, A. M., Kostadinov, V., Hodge, S., & Chapman, J. (2021). Predictors of turnover intention in the non-government alcohol and other drug sector. Drugs: Education, Prevention and Policy, 28(2), 181-189.
- Mishra, S. K., & Bhatnagar, D. (2010). Linking emotional dissonance and organizational identification to turnover intention and emotional well-being: A study of medical representatives in India. Human Resource Management, 49(3), 401-419.
- Mobley, W. H. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237-240.
- Mosadeghrad, A. M., Ferlie, E., & Rosenberg, D. (2008). A study of the relationship between job satisfaction, organizational commitment and turnover intention among hospital employees. Health services management research, 21(4), 211-227.
- Nazim, A., & Shahid, J. (2012). Relationship between organisational justice and organisational commitment and turnover intentions amongst medical representatives of pharmaceuticals companies of Pakistan. Journal of Management Sciences, 6(2), 201-212.
- Oladunmoye, E. O. (2017). Behavioural predictors of employee turnover intention in southwest Nigeria. International Journal of Information, Business and Management, 9(1).
- Price, J. L., & Mueller, C. W. (1986). Absenteeism and turnover of hospital employees. Greenwich, Conn.: JAI Press.
- Randall, M. L., Cropanzano, R., Bormann, C. A., & Birjulin, A. (1999). Organizational politics and organizational support as predictors of work attitudes, job performance, and organizational citizenship behavior. Journal of Organizational Behavior, 20(2), 159-174.
- Rathakrishnan, T., Imm, N. S., & Kok, T. K. (2016). Turnover intentions of lecturers in private universities in Malaysia. Pertanika Journal of Social Sciences & Humanities, 24(S), 129-146.
- Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: a review of the literature. Journal of Applied Psychology, 87(4), 698-714.
- Robinson, R. N., Kralj, A., Solnet, D. J., Goh, E., & Callan, V. (2014). Thinking job embeddedness not turnover: Towards a better understanding of frontline hotel worker retention. International Journal of Hospitality Management, 36, 101-109.
- Roodt, G., & Bothma, F. C. (1997). Die koste van vrywillige, beheerbare arbeidomset. SA Journal of Industrial Psychology, 23(1), 26-30.
- Ryan, J. C. (2016). Old knowledge for new impacts: Equity theory and workforce nationalization. Journal of Business Research, 69(5), 1587-1592.
- Saraih, U., Zin Aris, A. Z., Sakdan, M. F., & Ahmad, R. (2017). Factors affecting turnover intention among academician in the Malaysian Higher Educational Institution. Review of Integrative Business and Economics Research, 6(1), 1-15.
- Settoon, R. P., Bennett, N., & Liden, R. C. (1996). Social exchange in organizations: Perceived organizational support, leader-member exchange, and employee reciprocity. Journal of Applied Psychology, 81(3), 219-227.
- Shi, X., Gordon, S., & Tang, C. H. (2021). Momentary well-being matters: Daily fluctuations in hotel employees’ turnover intention. Tourism Management, 83, 104212.
- Sims, W. J. (2007). Antecedents of labor turnover in Australian alpine resorts. Journal of Human Resources in Hospitality & Tourism, 6(2), 1-26.
- Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: path analyses based on meta-analytic findings. Personnel Psychology, 46(2), 259-293.
- Yang, J. T. (2008). Effect of newcomer socialisation on organisational commitment, job satisfaction, and turnover intention in the hotel industry. The Service Industries Journal, 28(4), 429-443.
- Yildiz, B., Yildiz, H., & Ayaz Arda, O. (2021). Relationship between work-family conflict and turnover intention in nurses: A meta-analytic review. Journal of Advanced Nursing, 77(8), 3317-3330.
-
The effects of perceived organizational support and social comparison on work attitudes
Nuri Herachwati , Jovi Sulistiawan ,
Zainiyah Alfirdaus ,
Mario Gonzales B. N.
doi: http://dx.doi.org/10.21511/ppm.16(1).2018.02
Problems and Perspectives in Management Volume 16, 2018 Issue #1 pp. 12-21 Views: 2155 Downloads: 322 TO CITE АНОТАЦІЯThis study is based on the results of a survey research conducted by JobStreet Indonesia on its members, which has surprisingly found that more than 70% of employees lack clarity on the goals of their career. Drawing from the social exchange theory, employees tend to show positive work attitudes when they perceive that their organization paid attention to them. The objective of this study is to assess how significant the influence of Perceived Organizational Support (POS) is on career satisfaction, organizational commitment, and turnover intention. Besides organizational perspective, as stated by the social comparison theory, the way individuals perform both upward and downward comparisons could be expected to affect career satisfaction. Also, this research uses career commitment as a moderator variable that can strengthen or weaken the influence among variables, which is the employee’s commitment towards their organization and competitiveness within their respective work group. The research has found some interesting results. It was shown that there is no significant relationship between POS and career satisfaction, career satisfaction and turnover intention, organizational support and turnover intention, and both upward and downward social comparison and turnover intention. The moderating effects of career commitment were not proven. In comparison, all of the moderating effects of a competitive work group were proven together with the relationship between upward social comparison and turnover intention.
-
The effect of talent management practices on employee turnover intention in the Information and Communication Technologies (ICTs) sector: case of Jordan
Maha Al-Dalahmeh ,
Mária Héder-Rima ,
Krisztina Dajnoki
doi: http://dx.doi.org/10.21511/ppm.18(4).2020.06
Problems and Perspectives in Management Volume 18, 2020 Issue #4 pp. 59-71 Views: 1882 Downloads: 1123 TO CITE АНОТАЦІЯThis research aims to examine the intention of talented employees to leave an organization and discover how talent management practices could affect employee intention to leave an organization. This paper`s framework intends to outline the relationship between variables to present the idea of talent management practices and employee retention. The hypothesis was tested using a survey data set of 210 questionnaires collected from employees working in 82 ICT companies in Jordan to attain the research objectives. The collected data were analyzed using the SPSS program, and EMOS program, and basic and initial statistical techniques were applied. The results show that talent management practices significantly affect employee intention to leave an organization. Accordingly, whenever firms applied talent management practices, employee intention to leave decreases. The results demonstrated that attracting talented employees has emerged to have the strongest effect on decreasing employee intention to leave; however, developing and rewarding talented employees was revealed to have the lowest effect. Thus, the ICT firms’ managers have to generate specific training programs to reward and develop talented employees.
Acknowledgment
The publication is supported by the EU-funded Hungarian grant EFOP-3.6.3.-VEKOP-16-2017-00007 for the project entitled “From Talent to Young Researchers” – Supporting the Career-developing Activities of Researchers in Higher Education”. -
An analysis of the factors which influence dysfunctional auditor behavior
Juliyanty Sidik Tjan 
,
Eko Ganis Sukoharsono ,
Aulia Fuad Rahman ,
Imam Subekti
doi: http://dx.doi.org/10.21511/ppm.17(1).2019.22
Problems and Perspectives in Management Volume 17, 2019 Issue #1 pp. 257-267 Views: 1472 Downloads: 351 TO CITE АНОТАЦІЯThis research aims at testing the influence of performance evaluation of efficiency focus, performance evaluation of quality focus and task complexity on dysfunctional auditor behavior (DAB), the influence of task complexity (TC) on turnover intention (TI) and the influence of task complexity on dysfunctional auditor behavior (DAB), which is mediated by turnover intention. This research is conducted to auditors of Public Accountant Offices (PAO) in cities in Jakarta, East Java, South Sulawesi and Bali using 262 respondents as its sample and PLS-SEM analysis. The results of this research indicate that the performance evaluation of efficiency focus and task complexity has a positive influence on DAB, and the performance evaluation of quality focus has a negative influence on DAB. Furthermore, task complexity has a positive influence on turnover intention and turnover intention also partially mediates the influence of task complexity on DAB. This research is interesting, since the idea of developing the variable performance evaluation of efficiency focus by adding the ratcheting budget indicator proves that the testing of performance evaluation of increasingly higher efficiency focus increases DAB and the idea of including the variable of turnover intention proves that it can mediate the influence of task complexity on DAB.
