International Journal of Economics and Business Administration
Articles Information
International Journal of Economics and Business Administration, Vol.2, No.4, Jul. 2016, Pub. Date: Jun. 1, 2016
Employee Satisfaction and Its Impact on Job Turnover
Pages: 21-26 Views: 1026 Downloads: 1229
[01] Zain-Ul-Aabdeen , Hailey College of Commerce, University of the Punjab, Lahore, Pakistan.
[02] Mula Nazar Khan, Hailey College of Commerce, University of the Punjab, Lahore, Pakistan.
[03] Muhammad Tahir, Hailey College of Commerce, University of the Punjab, Lahore, Pakistan.
[04] Muhammad Salman, Hailey College of Commerce, University of the Punjab, Lahore, Pakistan.
[05] Hafiz Gohar Mehmood Khan, Hailey College of Commerce, University of the Punjab, Lahore, Pakistan.
[06] Kashif Ali, Hailey College of Commerce, University of the Punjab, Lahore, Pakistan.
The purpose of the study was to explore the impact of employee satisfaction on his/her intent to leave the organization. A questionnaire was developed having 22 items, blocked separately, which were tapping relevant concepts. ‘Employee satisfaction’ was tapped through employee empowerment, workplace environment and pay and promotion, which were collectively tapping the concept of job turnover. Mostly banks were targeted to collect the data, but, some other job holders were also asked to fill the questionnaire. Analyses which have mainly been run on the data were Correlation Analysis and Regression Analysis. A Multiple Regression Model was used for this purpose. The analyses clearly show that there is a positive significant relationship between all the variables. Employee empowerment, workplace environment, pay and promotion and employee satisfaction were significantly affecting job turnover. The study will help the executives/owners to better understand their employee’s needs and desires that might be fulfilled to make them loyal to the organization and finally they will not leave it. Mostly banks were targeted, other companies and firms might also be targeted to know better results. Mostly lower level staff was asked for response, while middle level and some of the high level staff can also be targeted for further study. Female respondents were very low in quantities.
Employee Empowerment, Employee Satisfaction, Impact on Job Turnover, Pay and Promotion, Workplace Environment
[01] Carlopio, J., & Gardner, D. (1996). Employee affective reactions to organizational quality efforts. International Journal of Quality Science, 1(3), 39-49.
[02] Chebat, J.-C., & Kollias, P. (2000). The impact of empowerment on customer contact employees’ roles in service organizations. Journal of Service research, 3(1), 66-81.
[03] Clark, A. E., Kristensen, N., & Westergård‐Nielsen, N. (2009). Job satisfaction and co‐worker wages: status or signal?*. The Economic Journal, 119(536), 430-447.
[04] Cunningham, I., Hyman, J., & Baldry, C. (1996). Empowerment: the power to do what? Industrial Relations Journal, 27(2), 143-154.
[05] Edlin, B. (2007). Boardroom decision-making: Determinants of effectiveness.
[06] Golden, L., & Wiens-Tuers, B. (2005). Mandatory overtime work in the United States: who, where, and what? Labor Studies Journal, 30(1), 1-25.
[07] Hales, C., & Klidas, A. (1998). Empowerment in five-star hotels: choice, voice or rhetoric? International Journal of Contemporary Hospitality Management, 10(3), 88-95.
[08] Herzberg, F. (1968). One more time: How do you motivate employees: Harvard Business Review Boston.
[09] Humborstad, S. I. W., Humborstad, B., Whitfield, R., & Perry, C. (2008). Implementation of empowerment in Chinese high power-distance organizations. The International Journal of Human Resource Management, 19(7), 1349-1364.
[10] Kathawala, Y., Moore, K. J., & Elmuti, D. (1990). Preference between Salary or job security increase. International Journal of Manpower, 11(7), 25-31.
[11] Lévy-Garboua, L., Montmarquette, C., & Simonnet, V. (2007). Job satisfaction and quits. Labour Economics, 14(2), 251-268.
[12] Michailova, S. (2002). When common sense becomes uncommon: participation and empowerment in Russian companies with Western participation. Journal of World Business, 37(3), 180-187.
[13] Paulsen, M. (2014). Turnover intention among engineering employees: A Question about psychosocial work environment factors and age?: A quantitative study conducted on a global oil and gas company.
[14] Peng, L. M. (2015). A study of internal corporate social responsibility practices in small medium enterprises located in the State of Selangor. Research on Humanities and Social Sciences, 5(6), 14-35.
[15] Porath, C., Spreitzer, G., Gibson, C., & Garnett, F. G. (2012). Thriving at work: Toward its measurement, construct validation, and theoretical refinement. Journal of Organizational Behavior, 33(2), 250-275.
[16] Rainey, H. G., & Bozeman, B. (2000). Comparing public and private organizations: Empirical research and the power of the a priori. Journal of Public Administration Research and Theory, 10(2), 447-470.
[17] Spreitzer, G. M. (2008). Taking stock: A review of more than twenty years of research on empowerment at work. Handbook of Organizational Behavior, 54-72.
[18] Thomas, K. W., & Velthouse, B. A. (1990). Cognitive elements of empowerment: An “interpretive” model of intrinsic task motivation. Academy of Management Review, 15(4), 666-681.
[19] Trevor, C. O. (2001). Interactions among actual ease-of-movement determinants and job satisfaction in the prediction of voluntary turnover. Academy of Management Journal, 44(4), 621-638.
[20] Wilkinson, A. (1998). Empowerment: theory and practice. Personnel Review, 27(1), 40-56.
MA 02210, USA
AIS is an academia-oriented and non-commercial institute aiming at providing users with a way to quickly and easily get the academic and scientific information.
Copyright © 2014 - 2017 American Institute of Science except certain content provided by third parties.