Relationship between individual and structural determinants on job satisfaction–analysis of employee turnover in the Indian context

Arekar, Kirti; Jain, Rinku; Desphande, Bharthi; Sherin, Prem

doi:10.1353/jda.2016.0149

Cited by 10 publications

(8 citation statements)

References 9 publications

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“…Studies on job satisfaction and turnover intention found that in different employee groups in different countries, such as private institutions in Taiwan [38]. [42] confirmed the negative correlation between teachers' job satisfaction and resignation intention. In recent years, the employee turnover rate is on the rise [43].…”

Section: Job Satisfaction and Employee Turnover Intentionsmentioning

confidence: 72%

Human Resource Management Practices and Employee Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?

Dasilveira¹,

Yang²,

Mensah³

et al. 2020

OJBM

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This current paper explores the nexus amid human resource management practices and employee turnover intentions in private organizations in an evolving economy, Ghana. Particularly, the study is centered on the mediating role of job satisfaction within the relationship between human resource management and employee turnover intentions. The study depended solely on a survey approach through purposive and simple random sampling techniques. The survey was conducted among the top ten private organizations in Ghana via purposive sampling approach whereas the simple random sampling method was used to select 20 respondents from each selected firm. A total of 200 questionnaires were administered, of 186 were valid to be used representing a response rate of 93%. The application of a path analysis approach showed that; 1) both HRM practices and job satisfaction have a significant negative effect on employee turnover intentions, 2) there is a significant positive relationship between HRM practices and job satisfaction, 3) job satisfaction efficiently mediates the relationship between HRM practices and employee turnover intentions. The results from the analysis statistically indicate that leaders in various private organizations must develop a strategy by which they can improve management practices to enhance employee job satisfaction, which will then reduce or have a negative effect on employee turnover intensions. We thus conclude that job satisfaction really matters within the affiliation between HRM practices and employee turn intentions.

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Section: Job Satisfaction and Employee Turnover Intentionsmentioning

confidence: 72%

Human Resource Management Practices and Employee Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?

Dasilveira¹,

Yang²,

Mensah³

et al. 2020

OJBM

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show abstract

“…One of the biggest challenges for the human resource professional is to retain employees. Employee turnover has grown in complexity (Arekar, Jain, Desphande & Sherin, 2016). Motivation is closely connected to employee turnover.…”

Section: Employee Motivationmentioning

confidence: 99%

Workers in the luxury hospitality industry and motivation – the influence of gender, age and departments

Hekman

Lashley

2018

Research in Hospitality Management

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“…Job satisfaction is key element when it comes to employee turnover (Griffeth et al, 2000), important prerequisite for effective performance and given that the organizational climate arises from mutual efforts and relations of groups within the organization (Hashemi & Sadeqi, 2016), one of the important determinants for understanding the employee turnover (Arekar et al, 2016), make sure their employees have a high enough level (Thompson & Lane, 2014), only through quality motivation systems can company increase its competitive advantage and value (Hashemi & Sadeqi, 2016), tends to be one of the best predictors of employee turnover (Griffeth et al, 2000), studied not just to handle the turnover but also there are other adverse effects of dissatisfaction like absenteeism, low performance, lower morale, low contribution to the team, less coordination, less orientation (Varma, 2017).…”

Section: Job Satisfaction In Human Resources Managementmentioning

confidence: 99%

Strengthening of Intellectual Capital Dimension

Sarjana

Khayati

Warini

et al. 2017

JDM

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The main objective of this research is to explore capabilities related to trust, self-efficacy, intellectual capital and job satisfaction at head-hunter companies in Indonesia. Development of human resources needs to be done through the strengthening of intellectual capital. Intellectual capital is needed head-hunter in improving company performance. The key to successful headhunter companies if it has human resources that have added value, especially strong intellectual capital. Research sampling was conducted on 253 candidates who utilize head-hunter services an effort to develop themselves. Quantitative research was developed by utilizing structural equation modeling. Research model developed head-hunter companies that describes intellectual capital as research findings refers to previous model of research. This finding concludes that trust and self-efficacy have significant influence on intellectual capital. Another conclusion stated that intellectual capital has significant effect on job satisfaction. The concept states that intellectual capital can be integrated in global perspective as framework for developing an organization. Info Article

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Relationship between individual and structural determinants on job satisfaction–analysis of employee turnover in the Indian context

Cited by 10 publications

References 9 publications

Human Resource Management Practices and Employee Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?

Human Resource Management Practices and Employee Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?

Workers in the luxury hospitality industry and motivation – the influence of gender, age and departments

Strengthening of Intellectual Capital Dimension

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