Investigating the relationship between managerialist employment relations and employee turnover intention

Abstract

Purpose The purpose of this paper is to investigate the relationship between managerialist employment relations and employee turnover intention in Nigeria. The study context is public hospitals in Nigeria, which have a history of problematic human resource management (HRM) practice, a non-participatory workplace culture, managerialist employment relations and a high employee turnover intention. Design/methodology/approach Based on a qualitative, interpretive approach, this paper investigates the process by which Nigerian employment relations practices trigger the employee turnover intention of doctors using 33 semi-structured interviews with key stakeholders in public hospitals. Findings This study found that Nigeria’s managerialist employment relations trigger the employee turnover intention of medical doctors. Additionally, it was found that although managerialist employment relations lead to turnover intention, Nigeria’s unique, non-participatory and authoritarian employment relations system exacerbates this situation, forcing doctors to consider leaving their employment. Research limitations/implications Studies on the interface between managerialism and employment relations are still under-researched and underdeveloped. This paper also throws more light on issues associated with managerialist employment relations and human resources practice including stress, burnout and dissatisfaction. Their relationship with doctors’ turnover intention has significant implications for employment policies, engagement processes and HRM in general. The possibility of generalising the findings of this study is constrained by the limited sample size and its qualitative orientation. Originality/value This paper contributes to the dearth of studies emphasising employer–employee relationship quality as a predictor of employee turnover intention and a mediator between managerialist organisational system and turnover intention. The study further contributes to the discourse of employment relations and its concomitant turnover intention from developing countries’ perspective within the medical sector.

The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Turnover Intention

“…An increasing body of literature commends the advantages of an engaged workforce. The current study uncovered that academician engagement is positively connected to turnover intention (Oruh et al, 2019;Gadi & Kee, 2020). Given these outcomes, scholars have suggested the need to focused on avenues to enhance individual engagement (Decuypere & Schaufeli, 2019).…”

Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention

“…Despite over a century of rigorous research, the issue of employee turnover continues to vex both human resource management (HRM) and organisational behaviour scholars and practitioners alike (Hom et al , 2017; Oruh et al , 2020). Past research suggests that economic losses associated with turnover can range from 90 to 200% of annual salary due to recruitment, selection and training expenses (Reina et al , 2017).…”

COVID-19 and unpaid leave: Impacts of psychological contract breach on organizational distrust and turnover intention: Mediating role of emotional exhaustion

“…The tourism and hospitality industry is considered one of the sectors that experience high employee turnover rates ( Gok, Akgunduz, & Alkan, 2012 ). Among the factors associated with employee turnover are lack of motivation, perceived organizational support, organizational justice, and job satisfaction ( Oruh et al, 2020 ). Employees' turnover can challenge organizational efficiency and production ( Das, Byadwal, & Singh, 2017 ), which is very important for sustainability and building a competitive edge, especially in this era of global competition ( Zahra, Khan, Imran, Aman, & Ali, 2018 ).…”

“…Turnover intention is a precursor to employee turnover and is defined as the likelihood that individuals withdraw from the organization and likely search for alternative jobs ( Haque, Fernando, & Caputi, 2019 ). Oruh et al (2020) provide that employees' working environment, background, and environment are the center in facilitating turnover intention. Similarly, an unconducive working environment and the availability of better job opportunities contribute to turnover intention ( Yildiz, 2018 ).…”

“…Similarly, an unconducive working environment and the availability of better job opportunities contribute to turnover intention ( Yildiz, 2018 ). Organizations can suffer tremendous loss in human and social capital and workflow interference ( Oruh et al, 2020 ).…”