Influence of Organizational Culture, Supervisor Behavior and HRM Practices on Employee Turnover Intentions: Study of NGOs Sector of Sindh, Pakistan

Abstract

The primary objective of this study was to investigate the influence of organizational culture, supervisor behavior, and HRM practices over the employee turnover intentions of the NGOs sector in Sindh, Pakistan. A questionnaire survey, adopted from prior studies for data collection was used to carry out current research. The questionnaire was based on close-ended questions, having a seven-point Likert-type scale. The convenient sampling (an item of non-probability sampling) was used to collect data. A total of 180 questionnaires were distributed among employees of the NGOs sector, out of which 121 questionnaires were considered fit for data analysis and further interpretations. Initially, the data was processed in SPSS version 22.0 for analyzing descriptive statistics, whereas, the model was tested in SEM Smart-PLS. The organizational culture, supervisor behavior, and HRM practices were the significant predictors to reduce employee turnover intentions. While HRM practices and supervisor behavior contribute to decreasing employee turnover intentions. Furthermore, this study explained the interconnection of various factors such as, organizational culture, supervisor behavior, and HRM practices that cause employee turnover intentions, which were realized by actual employee turnover. The investigation provided explanations about why NGO employees intend to quit. Referring to empirical findings of current research, it is highly likely that NGOs might be able to reduce employee turnover. This research addressed specific circumstances of NGOs that cause high employee turnover, particularly in Sindh, which may be generalized at the country level.

Unveiling the Hidden Dynamics: exploring causative factors and impact of employee turnover on organisational performance.

“…Employees perform poorly or averagely due to stress and overwork issues. Stress and overwork cause employees to change their minds, which will be seen as employee turnover for many jobs in the future (Hakro, Abbasi & Mahesar, 2021). Mote (2014) clarifies that the death of an employee working in an organisation means a decrease in the workforce of the organisation.…”

Exploring the Relationship between Human Resource Practice, Performance Management Systems and Employees’ Performance

“…Giving employees adequate training and on-the-job knowledge is a necessary approach to ensure that employees are adequately qualified to prosper in their work [17]. Employee knowledge is improved by training [19]. According to organisational changes, training and development are needed to impact employee performance [18].…”

“…The efficacy of an organisation's HR training program is influenced not only by the program's quality but also by how well it integrates with other features of human resource management [15]. Employees are well-prepared for their jobs and know exactly what is expected of them by the organisation [19]. Training and development aid in boosting employee dedication and loyalty to assist them to work for the organisation for a longer period [2].…”

“…Training and development aid in boosting employee dedication and loyalty to assist them to work for the organisation for a longer period [2]. Employers can achieve organisational goals and maintain employee loyalty through training [19]. Employees can work more productively with the aid of training by expanding their knowledge and skills [20].…”

Aligning Curriculum With the Philosophy of Progressivism: A Comprehensive Analysis

“…If Pakistan's education system combines these progressive ideas with its own curriculum, it could make education even better. This is especially true since Pakistan has lots of diverse cultures and learning ways (Hakro, Abbasi & Mahesar, 2021). So, when these progressive ideas mix with the lessons, it could really improve how education works in Pakistan.…”