The empirical evidence on negating turnover intentions among academicians
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Author(s)Shaha FaisalLink to ORCID Index: https://orcid.org/0000-0002-7628-3751
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Mohammad NaushadLink to ORCID Index: https://orcid.org/0000-0003-4421-3422
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DOIhttp://dx.doi.org/10.21511/ppm.19(4).2021.22
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Article InfoVolume 19 2021, Issue #4, pp. 270-282
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- 817 Views
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396 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
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JEL Classification (Paper profile tab)M12, D23, D29
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References62
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Tables4
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Figures2
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- Figure 1. Research model
- Figure 2. Standardized estimates for the model
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- 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
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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: 2131 Downloads: 319 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.
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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: 1849 Downloads: 1120 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 
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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: 1440 Downloads: 342 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.
