Literature review on job satisfaction and employee turnover

Job satisfaction and turnover intention thesis

Although organizational values tend to guide acceptable behavior within the organization Wang and Zhang, , organizations can also project a favorable image of their values that is different from their actual functioning environment. First, in the attraction phase, individuals are attracted to organizations that have similar attributes to themselves Schneider, For example, Fleishman and Peters argued that the essence of leadership was simply a function of interpersonal influence which derive from the interpersonal values of a leader, and it was possible to describe organizations in terms of the values dominant in the organization. In this paper, we explore qualitative data from a survey of non-managerial retail employees in relation to job satisfaction and employee-organization value congruence in a retail establishment in the Northwestern part of the United States, that has shown a remarkable deviation from the norm, with employee turnover far below observable trends in the retail industry. The responses of 15 of the 18 participants thus represent the core data utilized for this study. Consequently, an individual's personality can be defined relative to the person's perceived most important needs, which is reflected in the individual's representative behavior. By attempting to answer the how or why question, qualitative methods are better at exploring the experiences of respondents and obtaining deeper, meaningful insights into real life situations. These arguments support employee-organization value congruence as an underlying concept that enhances organizations' employee selection and retention strategies. To satisfy the needs, people will often seek opportunities defined as supplies at work, or elsewhere. In , retail sector employee turnover was Clearly, retail establishments need to reduce high rates of employee turnover to avoid these cost implications and establish sustainable retention strategies. Although value congruence is a crucial part of P-O fit analysis, value congruence is itself a narrow concept limited in scope, it is simply the compatibility of labor values between individuals and organizations Vveinhardt and Gulbovaite, To this end, Fleishman and Peters and McMurry began to advocate for the use of personal value constructs in work organizations to study the compatibility between management and employees. Thus, slackers are loyal, only to their paychecks, are disengaged, and are low performers with few chances of leaving voluntarily. The enthusiastic stayer stays with the organization because they want to, and remain with the organization for as long as they can-or until they retire.

These findings have significant implications for the changing composition of workforce due to the aging population. Participants' ages ranged from years.

Turnover intention literature review

Participants' ages ranged from years. Connor and Becker presented further arguments in support of the use of value constructs in the literature in a review of organizational paradigms which categorized reciprocal effects between values and organizational factors. Sub-group analyses reveal that job satisfaction is more predictive of turnover intention for younger workers. For example, Fleishman and Peters argued that the essence of leadership was simply a function of interpersonal influence which derive from the interpersonal values of a leader, and it was possible to describe organizations in terms of the values dominant in the organization. Out of this number, only 3 had been working at the establishment for less than one year. These states, influenced heavily by the attitudes of employees typically create four broad mindsets: 1. Education levels varied among the participants. Introduction The person-organizational P-O fit theory is a holistic concept that describes compatibility between individuals and organizations, covering how an individual's values, interests, and behavior are consistent with, or compatible with the organization's culture as a whole rather than as a specific function or task. These findings have significant implications for the changing composition of workforce due to the aging population. The enthusiastic leaver wants to leave, and can leave, but when and how they exit depend on certain conditions. Finally, in the attrition phase, those employees that do not fit with the organization will either voluntarily leave or be asked to leave. One participant possessed a college degree, one reported having some college education, seven reported having associates degrees, and six reported having high school diplomas. Traditionally, germinal studies have presented evidence to support the concept that personal values strongly correlate with attitudes and belief systems, because one cannot effectively separate personal values from personal beliefs whether at home, or in the workplace environment Hambrick and Mason, ; Rokeach, The concept of values, whether personal or organizational, is a robust concept that has presented researchers with opportunities to study values under several frameworks. Murray argued that people have distinct needs, and would seek opportunities to satisfy those needs as cited in Prottas,

Theory Employee turnover is the departure of an employee from the formally defined organization. The needs-supply conceptualization of person-organizational fit served as a foundation of much of the subsequent trait oriented organizational research; personal values, organizational values, and value congruence are enhanced when a person's needs are met in a work environment Cable and Kay, Inretail sector employee turnover was The responses of 15 of the 18 participants thus represent the core data utilized for this study.

Presenting similar arguments, Rokeach argued for the use of values and value systems to study organizational behavior, because values were more structurally fundamental than attitudes, and were therefore more basic in determining an individual's character.

Particularly in the s, researchers began to focus on the concept of values within the confines of organizational settings to study organizational behavior.

intermediate linkages in the relationship between job satisfaction and employee turnover.

Clearly, retail establishments need to reduce high rates of employee turnover to avoid these cost implications and establish sustainable retention strategies. This created a pool of 23 participants who conformed to the criteria of being non-managers with more than one year experience at the establishment.

First, in the attraction phase, individuals are attracted to organizations that have similar attributes to themselves Schneider, This study finds that job satisfaction is inversely associated with turnover intention and that organizational culture moderates the magnitude of this relationship.

Job satisfaction and turnover intention thesis

Most people have the same basic psychological needs e. Therefore, the process results in greater homogeneity within the organization and a high degree of congruence between members and the organization. These arguments support employee-organization value congruence as an underlying concept that enhances organizations' employee selection and retention strategies. This study finds that job satisfaction is inversely associated with turnover intention and that organizational culture moderates the magnitude of this relationship. Murray argued that people have distinct needs, and would seek opportunities to satisfy those needs as cited in Prottas, Presenting similar arguments, Rokeach argued for the use of values and value systems to study organizational behavior, because values were more structurally fundamental than attitudes, and were therefore more basic in determining an individual's character. While organizational culture varies by industry, employer and even by department, it is important in all working environments.

High levels of employee turnover, commonly observed in the retail sector, triggers operational disruptions with staff compositions that are often in a state of flux Nyberg and Ployhart, ; Yurchisin and Park, These states, influenced heavily by the attitudes of employees typically create four broad mindsets: 1.

Then, organizations select individuals with specific competencies and attributes that fit the organization selection phase.

Employee turnover dissertation

It is also possible that job applicants will intentionally display desired values based on their knowledge about the organization. The reluctant stayer stays for as long as they have to, or until something happens to remove the barriers to leaving. The enthusiastic leaver wants to leave, and can leave, but when and how they exit depend on certain conditions. Most people have the same basic psychological needs e. The responses of 15 of the 18 participants thus represent the core data utilized for this study. Theory Employee turnover is the departure of an employee from the formally defined organization. While organizational culture varies by industry, employer and even by department, it is important in all working environments. These arguments support employee-organization value congruence as an underlying concept that enhances organizations' employee selection and retention strategies. The concept of values has been of interest to social scientists for many years, values have consistently played crucial roles for researchers in sociology, psychology, anthropology, and related disciplines Schwartz, Keywords: Business, Employee turnover, Person-organization fit, Value congruence 1. Traditionally, germinal studies have presented evidence to support the concept that personal values strongly correlate with attitudes and belief systems, because one cannot effectively separate personal values from personal beliefs whether at home, or in the workplace environment Hambrick and Mason, ; Rokeach, This argument is in line with the Attraction-Selection-Attrition ASA model Schneider, which implies that job applicants will be attracted to and selected by those organizations whose values are similar to their own; and that once they have joined the organization, those employees whose values do not fit with the organization's values will either leave voluntarily or be removed by the organization.
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A qualitative case study of employee turnover in retail business