Retaining the Thin Blue Line: What Shapes Workerss Willingness Not to Quit the Current Work Environment?

Gächter, Martin; Savage, David A.; Torgler, Benno

doi:10.2139/ssrn.1498184

Cited by 21 publications

(24 citation statements)

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“…It is confirmed that work life balance has a negative impact on turnover intention [14]. Employees who perceive higher levels of balance in their work and life have lower intention to quit [27]. On the other hand, studies have confirmed that work-family conflict increases employees' intention to quit [25].…”

Section: Wlb and Turnover Intentionmentioning

confidence: 87%

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The Impact of Work-Life Balance on Employees’ Job Satisfaction and Turnover Intention; the Moderating Role of Continuance Commitment

Fayyazi

Aslani

2015

ILSHS

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Work-life imbalance has several negative impacts on employees' attitudes and behaviors and consequently influences organizations' performance and effectiveness. The purpose of this article is to investigate the impact of work-life balance (WLB) on employees' job satisfaction and turnover intention. Moreover, we study the moderating role of continuance commitment on job satisfactionturnover intention relationship. Regression analysis was used to analyze the data collected from 265 questionnaires completed by employees in an Iranian industrial company. The findings supported that WLB has a significant positive relationship with job satisfaction, and a significant negative relationship with turnover intention. Besides, job satisfaction fully mediates the WLB -turnover intention relationship. The main contribution of the paper is that we found continuance commitment moderates the relationship between job satisfaction and turnover intention. Therefore, employees with low levels of WLB and job satisfaction do not necessary have high turnover intention, unless they have low continuance commitment.

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Section: Wlb and Turnover Intentionmentioning

confidence: 87%

“…There is no value to the amount of pay an employee receives when he has no time out of the organization to spend the money [14]. The happier the employees are in their personal life, the happier they are at work [27]. It is confirmed that work life balance has a negative impact on turnover intention [14].…”

Section: Wlb and Turnover Intentionmentioning

confidence: 93%

The Impact of Work-Life Balance on Employees’ Job Satisfaction and Turnover Intention; the Moderating Role of Continuance Commitment

Fayyazi

Aslani

2015

ILSHS

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“…Extant literature indicates that employee intention to quit is a widely researched construct due to its significance to organizational success and employee productivity. Intention to quit has been investigated both from a new hire (Taris et al, 2006;Gkorezis and Kastritsi, 2017) and experienced employee perspectives (Purani and Sahadev, 2008;Griffeth et al, 2000;Gächter et al, 2013). Past studies also investigated the antecedents of employees intention to quit, such as the absence of job satisfaction, job commitment (Firth et al, 2004;Griffin and Moorhead, 2011), social stressors (Harris et al, 2009;Jawahar, 2002), locus of control (Firth et al, 2004;Rahim and Psenicka, 1996), emotional dissonance (Abraham, 1999), and job boredom or work-related boredom (Fisher, 1993;Gkorezis and Kastritsi, 2017).…”

Section: The Mediating Role Of Work-related Boredommentioning

confidence: 99%

“…Although empirical research on employees' intention to quit is growing (Fisher, 1993;Griffeth et al, 2000;Firth et al, 2004;Taris et al, 2006;Purani and Sahadev, 2008;Griffin and Moorhead, 2011;Gkorezis and Kastritsi, 2017;Gächter et al, 2013), more studies are required given the Generation Z entering the workforce. There is a dearth of empirical studies on Generation Z because very little is known about their workplace expectations and intentions to quit.…”

Section: Introductionmentioning

confidence: 99%

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

Chillakuri

2020

ABR

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The purpose of this research is to examine Generation Z’s unmet expectations and work-related boredom and its impact on their intention to quit. The study investigates the moderating role of the supervisor support in the relationship between work-related boredom and intention to quit. This research advances the understanding of the adverse effects of employees' unmet expectations and work-related boredom. Generation Z joins the organizations with unrealistic expectations of work that, in turn, promote lower levels of commitment and higher turnover, and therefore warrants more research. Data were collected from 336 Generation Z respondents working in the information technology industry. The data were analyzed using least square regressions and bootstrapping techniques. The findings confirm that supervisor support moderates the relationship between work-related boredom and employees’ intention to quit such that if the degree of supervisor support is higher, then the relation is weaker. HRM practitioners need to be candid in explaining the job description and job specifications during the interview; more importantly, organizations need to address the expectations even before they are hired. The findings indicate that high supervisor support buffers the adverse effects of unmet expectations and work-related boredom. The study suggests that coaching could be an effective tool to support Generation Z’s aspirations and well-being in the workplace. Therefore, organizations should make coaching a key element in the organization’s culture and part of a manager's job.

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“…Some organizations, for example, there is a minimal need of raw materials, while others depend entirely on their continuous supply. Meanwhile, some of the resources to be a higher level of requirements than others, which means that there will be a more competitive company, trying to ensure their supply (Gachter, Savage, & Torgler, 2013).…”

Section: Relationships Between Working Environment In the Organizatiomentioning

confidence: 99%

A Study on Employee’s Motivation towards Employee Performance in Private University, Selangor, Malaysia

Selvanathan¹,

Selladurai²,

Madina³

et al. 2016

IJBM

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Human Resource is considered main asset in an organisation because the employees are the one that will contribute in productivity of the organization. Motivation and performance of the employees are crucial in determining the the effectiveness of an organization. Many factors affect employee performance in the long run. This paper will evaluate and identify the factors that influence employees' performance. This paper aims to analyze four factors which are, working environment, motivation, personal problem and training. The data has been presented in the form of frequency tables and the histogram chart. The data has been analysed to see whether it meets the objectives or not. A total of 175 employees from SEGi University were the respondents of the present study. Therefore, the findings shows that, two variables which are working environment and motivation that have significant relationship on employees' performance. Overall, the findings of this research will assist to an effective and better implementation for future researcher on the factors influencing employees' performance.

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Retaining the Thin Blue Line: What Shapes Workerss Willingness Not to Quit the Current Work Environment?

Cited by 21 publications

References 0 publications

The Impact of Work-Life Balance on Employees’ Job Satisfaction and Turnover Intention; the Moderating Role of Continuance Commitment

The Impact of Work-Life Balance on Employees’ Job Satisfaction and Turnover Intention; the Moderating Role of Continuance Commitment

Examining the Role of Supervisor Support on Generation Z's Intention to Quit

A Study on Employee’s Motivation towards Employee Performance in Private University, Selangor, Malaysia

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