The Role of Workload, Nepotism, Job Satisfaction, and Organizational Politics on Turnover Intention: A Conservation of Resources Perspective

Abstract

Background: Despite extensive research on employee turnover intention in the existing literature. Previous studies have paid rare attention to the role of workload (WL), nepotism (N), job satisfaction (JS), and organization politics (OP) on turnover intention, especially, mediating the effect of harassment between WL, N, JS and OP on turnover intention in the Pakistani context. This study is using Hobfoll’s conservation of resources (COR) theory. Methods: Data were collected from 189 female employees (doctors and nurses) working in public and private hospitals in the province of Sindh, Pakistan, by adopting a purposive sampling technique. SmartPLS and SPPS were used to analyze the data. Results: The results demonstrated that workload and job satisfaction are positively related to harassment. At the same time, harassment has a direct effect on turnover intention. More importantly, harassment partially mediated the effect between workload and job satisfaction on turnover intention. In contrast, nepotism and organizational politics did not observe any significant relationship with harassment. However, it also did not have any mediating impact of harassment between nepotism and organizational politics on turnover intention. Conclusion: There is a lack of research on the antecedents of turnover intention in the existing literature especially in the developing country context (Pakistan). Furthermore, this study examined the mediation mechanism of harassment on turnover intention. In this way, this is an original contribution to the body of knowledge. Finally, COR theory has been utilized to explain how antecedents of turnover intention play their role along with harassment at the workplace. This study also advances the existing literature on human resource management. The current study provides insightful guidelines to policymakers, managers, and HRM practitioners for devising employee-friendly policies at the workplace.

Organizational support and Nurse–Physician collaboration during SARS‐CoV‐2 pandemic: A qualitative study

“…Nurses and physicians highlighted the issue of organizational nepotism that entailed discrimination and bias based on personal acquaintances, political connections, and sometimes religion. Consistently, health professionals in Turkey (Ay & Oktay, 2020; Yavuz et al, 2020), Pakistan (Abbas et al, 2021), and Saudi Arabia (Shubayra et al, 2022) also highlighted that nepotism is common in health care settings and resulted in a negative workplace environment, lack of trust and conflicts among professionals and management, and job dissatisfaction and attrition. These findings underscore the malpractice and power abuse of administrators and managers during the pandemic as experienced by frontline nurses and physicians.…”

Does fear-based silence mediate the nepotism–employee outcomes relationship?

“…The second stream of research focuses on the relationship between nepotism and employees’ attitudes and behaviors. Research has found that nepotism is related to higher employee job dissatisfaction (Abbas et al. , 2021; Arasli et al.…”

“…Although previous research has examined the relationship between job satisfaction and nepotism (e.g. Abbas et al. , 2021; Daskin et al.…”

“…The second stream of research focuses on the relationship between nepotism and employees' attitudes and behaviors. Research has found that nepotism is related to higher employee job dissatisfaction (Abbas et al, 2021;Arasli et al, 2006;Arasli and Tumer, 2008;Daskin et al, 2015), job stress (Arasli and Tumer, 2008;Bekesiene et al, 2021;Pearce, 2015), mistrust (Bekesiene et al, 2021) and turnover intentions (Arasli et al, 2006;Daskin et al, 2015), as well as lower work engagement and innovation (Agarwal, 2016). Nepotism can also reduce employee diversity, as people typically have friends who are from similar demographic and social groups (Pearce, 2015).…”

Pengaruh Komitmen Organisasi, Motivasi Internal Dan Kepuasan Kerja Terhadap Turnover Intention

“…Hasil uji asumsi klasik 1. Penelitian ini memiliki hasil bahwa variabel kepuasan kerja memiliki pengaruh terhadap turnover intention (10) . Sehingga apabila kepuasan kerja meningkat satu satuan maka turnover intention akan menurun sebesar satu satuan.…”