The Link between HR Attributions and Employees’ Turnover Intentions

Abstract

Human Resources Management (HRM) is part of the organizational functions that contribute to the effectiveness of a firm's performance, and brings an organization a competitive advantage through the implementation of its Human Resources (HR) practices. HR practices adopted by management are perceived or attributed subjectively by individual employees, and can in turn affect the emp loyees' attitudes and behavior (e.g. Job satisfaction and turnover intention). The purpose of this study is to contribute to the process-based approach by investigating the effect of HR attributions on turnover intentions, with job satisfaction playing a mediating role. The analysis is on the individual level, with 454 respondents from various organizations within the Netherlands. The results show that HR attributions can affect the turnover intention, through the presence of job satisfaction. Thus, it can be said that it is important to always consider the employees' attitudes and behavior when examining their perception of HR practices, and in predicting their intention to leave. Abstrak:Manajemen sumber daya manusia (MSDM) adalah bagian fungsi organisasi yang berkontribusi pada keefektifan kinerja perusahaan dan juga merupakan sumber keunggulan kompetitif organisasi yang dicapai melalui implementasi praktik-praktik pengelolaan sumber daya manusia (SDM). Berbagai praktik pengelolaan SDM yang d iadopsi oleh manajemen dipersepsikan atau diatribusikan secara subjektif oleh para karyawan, dan selanjutnya hal ini dapat mempengaruhi sikap dan perilaku karyawan (misalnya: kepuasan kerja dan intensi untuk keluar). Penelitian ini bertujuan untuk berkontribusi pada pendekatan berbasis proses dengan menginvestigasi efek atribusi SDM terhadap intensi keluar, dengan menggunakan kepuasan kerja sebagai variabel pemediasi. Analisis penelitian ini dilakukan pada tingkat individual dengan menggunakan 454 responden yang bekerja pada berbagai perusahaan di Belanda yang bergerak di beragam sektor industri. Hasil penelitian menunjukkan bahwa atribusi SDM mempengaruhi intensi untuk keluar dari perusahaan, hanya jika hubungan tersebut dimediasi oleh kepuasan kerja. Oleh karena itu, sangat penting untuk mempertimbangkan sikap dan perilaku karyawan, ketika menganalisa bagaimana persepsi mereka terhadap praktik-praktik pengelolaan SDM, dan memprediksi intensi mereka untuk keluar dari perusahaan.

Service-oriented high-performance human resource practices and employee service performance: A test of serial mediation and moderation models

“…This finding confirms The Attribution Theory, which emphasizes that the way individuals handle the reasons underlying certain incidents determines their behaviors (Kelley & Michela, 1980). Besides, this finding broadens the flow of research revealing that HR attributions increase positive outcomes such as organizational commitment (Nishii, Lepak, & Schneider, 2008), job involvement (Shantz et al, 2016), and job satisfaction (Tandung, 2016). Besides, the number of studies on HR attributions is very scarce, none of them have been conducted in the context of hotel industry.…”

“…HR attributions of employees are a new research topic in the field of HRM. So far, only five studies have been conducted on this topic (Fontinha, José Chambel, & De Cuyper, 2012; Nishii, Lepak, & Schneider, 2008; Shantz et al, 2016; Tandung, 2016; Van De Voorde & Beijer, 2015). None of these studies have examined the HR attributions as part of the serial mediation model.…”

“…Shantz et al (2016) found that HR attributions increased job involvement. Tandung (2016) concluded that the attribution of improving service quality and employee well-being increased job satisfaction and reduced turnover intention. As can be seen, none of these studies have addressed the role of HR attributions in the relationship between HR practices and performance outcomes.…”

Attribution theories in Human Resource Management research: a review and research agenda

“…Conversely, when they attributed their HR practices to a cost-reduction intent, they experienced work overload which was related to higher levels of emotional exhaustion. Also examining wellbeing outcomes, although through a cross-sectional design, Tandung (2016) found that performance/wellbeing attributions were negatively related to turnover intentions, whereas exploitation/cost reduction attributions were positively related to it; job satisfaction mediated each relationship.…”

Perceived Organizational Support, Alternative Job Opportunity, Organizational Commitment, Job Satisfaction and Turnover Intention: A Moderated-mediated Model

“…Job satisfaction has several outcomes ranging from organizational health identification, societal well-being, and functions as an indicator of organizational behavior. Tandung et al (2016) reported that job satisfaction plays a critical role in the attracting and retaining of employees within an organization. Mathieu et al (2016) and Yousef (2017) nominated satisfaction as a key determinant for organizational commitment among incumbent employees.…”