Exploring the impact of training, job tenure, and education-job and skills-job matches on employee turnover intention

Abstract

Purpose The purpose of this study is to explore how training, job tenure and education-job and skills-job matches impact employees’ turnover intention by using a representative national sample from the Korean Labor and Income Panel Study in which 1,531 individuals were followed from 2003 to 2014. Design/methodology/approach A hierarchical-regression analysis was conducted to examine the relationships among training, job tenure, education-job match, skills-job match and turnover intention. This analysis focused on 12 year-to-year time points from 2003 to 2014 (one for each year), and the data were measured for each individual. Findings The results from the hierarchical-regression analysis supported the hypotheses that on-the-job training, off-the-job training, distance training, job tenure and education-job and skills-job matches are significantly associated with turnover intention. Originality/value The findings of this study, based on human capital theory and firm-specific human capital theory, contribute to an understanding of how training and the education-job and skills-job matches may impact turnover intention in a non-Western context. It also provides a longitudinal perspective of the impact of training on employee turnover intention to inform human resource development professionals when planning employee training.

Impact of Workforce Diversity Management on Employees’ Outcomes: Testing the Mediating Role of a person’s Job Match

“…Employees ought to be satisfied with their jobs through effective skills utilization (Pink-Harper et al, 2017). The greater job match leads to greater work attitude and behavior (Ju & Li, 2019); therefore, it is important to have a match between job demand and skills requirement. A person's job match is defined as the placement of individual according to his or her qualification (Barrett, 1978;Edwards, 1991;Montgomery, 2017).…”

Rewards and faculty turnover: An individual differences approach

“…It is almost impossible for any institution to know their employees' turnover intentions. Rather, it must anticipate and encourage employability through constant communication to discuss their future decisions, ensure a positive and satisfactory working environment, a high-performance level (Ahmad & Yekta, 2010;Burns & Christie, 2013;Wei, 2015), and develop employee retention policies for the most valuable workers (Ahmad et al, 2018;Ju & Li, 2019;Wei, 2015) as they are critical for value creation (Coff, 1997). In addition, the institution must manage employees in a differentiated way so that they have a positive vision of the institution, achieve their best performance and seek to stay in the institution (Coff, 1997;Ju & Li, 2019;Kang et al, 2007;Lepak & Snell, 2002;Wei, 2015).…”

“…When institutions offer rewards that satisfy employees, this action has a positive impact on their satisfaction (Froese et al, 2019), and a negative impact on TI (Froese et al, 2019;De Gieter & Hofmans, 2015). Hence the importance, that organizations understand the factors that stimulate the permanence of employees in their roles (Ahmad et al, 2018), and develop programs to retain valuable employees (Boxall, 1996;Ju & Li, 2019). As well as being willing to mitigate the impacts of voluntary rotation (Park & Shaw, 2013).…”

Training to keep people

“…The article "Exploring the impact of training, job tenure, and education-job and skills-job matches on employee turnover intention" by Ju and Li (2019) at first glance seems to rather prove something which many people would hold true anywaythat people in organizations will be less likely to leave if they have better training and roles that fit their education or skills. However, where the value of this article lies in its use of turnover intention as a metric for a satisfied workforce and using data to create programs to improve their satisfaction.…”