Employee Intention to Stay: An Environment Based on Trust and Motivation

Abstract

An organization effort to recognize the reasons for employee retention can serve to keep turnover down. No matter what industry it is essential to comprehend what the employees think and sense about the organization and the working culture. A supportive and positive work environment instilled by motivation and trust strengthens the connection between an organization and employee. When organizational leaders naturally respect employees as more than mere work resources, employees reach a high level of performance and will continue with the organization longer. The primary objective of this study was to recognize and promote the factors of trust and motivation influencing a positive working environment and employees intentions to stay with the organization. The study aims to determine elements of employee intent to stay and contribute to the growing body of literature on the significance of trust, motivation and positive working environment.

Sustainability of Family Business: Millennials Intention to Stay in the Family Business as the Result of Stewardship Climate, Mediated by Successor’s Trust and Socioemotional Wealth

“…Transfer of knowl-edge and incumbent nurturing is part of stewardship that influences the career choice of a successor (Oluwafunmilayo et al, 2018). Furthermore, strong leadership that is characterized by transformational style, support, and inspiration is positively influencing intention to stay (Shahid, 2018).…”

“…The observed parameters are roles, connections, skills, and reliance. It was developed through interaction and leadership (Shahid, 2018). Trust develops based on continuing psychological relationship.…”

“…Moreover, when the stakeholders nurture trust among individuals in the business, the commitment to the organization will grow (Wang, 2016). Trust influences the intention to stay (Liu et al, 2013;Shahid, 2018). Thus, it can be hypothesized as follows: H4.…”

“…Furthermore, this study is also filling the gap by testing the impact of the successor's trust on the intention to stay in a family business. The previous study is on a non-family business (Oktavio et al, 2020;Shahid, 2018). The research model developed based on Social Exchange Theory (Blau, 1964), which is about an exchange.…”

Factors Affecting Staff Turnover of Young Academics: Job Embeddedness and Creative Work Performance in Higher Academic Institutions

“…Limited studies have been conducted concerning the importance of JE for academic institutions (Mitchell et al, 2001;Dechawatanapaisal, 2018b;Rahimnia et al, 2019). Currently, a substantial proportion of the variability in performance and turnover in higher academic institutions remains unexplained (Shahid, 2018). Higher academic institutions are hubs of the career development of young people (Yang et al, 2019).…”