Trust, job satisfaction, perceived organizational performance and turnover intention

Abstract

Purpose The purpose of this paper is to examine and compare the differential impacts of job satisfaction (JS), trust (T), and perceived organizational performance (POP) on turnover intention (TI) in public and private sector organizations. Design/methodology/approach Draws on a sample of 311 employees from the service sector (129 public and 182 private) in the United Arab Emirates’ (UAE). The main concepts utilized in the study are borrowed from previous research and further tested for validity and reliability. Four main hypotheses are explored. Findings In support of previous research, statistical analysis (t-test) revealed that public sector employees tend to be more satisfied, more trusting, and have less intention to leave their organization. Regression analysis revealed that public sector employees’ TI are most significantly affected by their perceptions of the performance of their organization, with JS, work experience (WE) and education (Ed) also having significant effects. In contrast, private sector employees’ TI was most significantly affected by JS and feelings of trust (T). Research limitations/implications Although very useful, the present study is limited in scope and therefore suffers from some limitations. The sample only includes employees from UAE organizations operating in education, some government institutions and the financial sector. Future research might consider including employees the health sector and other public organizations such as the immigration/police departments which play important strategic roles in the UAE economy. Also, future research might consider extending the scope of the study to include institutions in similar neighboring countries in the region, such as Qatar and Kuwait. Practical implications The findings of this study points to the relative importance of trust, JS and perceived organizational performance in affecting TI in public and private sectors. These can be considered as indicators to assist managers in these sectors to better manage/minimize TIs. In particular, the findings indicate that managers in general (and UAE public sector managers in particular) need to monitor and better manage not only their employees’ JS but also perceptions of the overall performance of the organization. Originality/value While research on the influence of JS on TI in both of these sectors has been abundant over the years, studies examining the impact of trust and perceptions of organizational performance remain few and are largely lacking. Also, studies on turnover in the UAE (and particularly those comparing public and private sectors) remain largely lacking. This study and its findings fill this gap and provide some insights on the differential impact of trust, JS and perceived organizational performance on employee TIs in public-private sectors, particularly in the UAE context.

Effect of Vendor Characteristics and Relationship Quality on Consumer Re-Purchase Intention in the B2C E-Commerce in Yemen

“…Scholarly studies on factors influencing consumer purchase intention or re-purchase intention from B2B E-Commerce platforms have focused on consumer perception of the vendor characteristics and quality of the relationship between the vendor, online platform, and quality of the product sold through the platform (Ganguly, Dash, & Cyr, 2009;Zeffane & Bani Melhem, 2017). Findings from these studies have either been inconclusive, biased or devoid of suitable methodology.…”

“…Trust in the vendor means minimal perception of fraud on customers. When trust is minimal, consumers will always have a feeling of fraud especially if the vendor delays to execute the order (Zeffane & Bani Melhem, 2017). However, trust increases after the first purchase if the execution of the order was timely and the product bore the same quality as ordered by the customer(Yu Zhang et al, 2013).…”

From organizational justice perceptions to turnover intentions: The mediating effects of burnout and job satisfaction

“…These withdrawal cognitions emerge as a coping mechanism triggered by the unpleasant situation, in a failed endeavor to elude it. In fact, over the years, numerous studies have examined the relationship between job satisfaction and labor turnover (e.g., Allisey et al, 2014; Kim & Kao, 2014; Kuo et al, 2014; Scanlan & Still, 2013; Zeffane & Bani Melhem, 2017), concluding that satisfied employees present low or no TI. Therefore, based on these antecedents, we posit the following hypothesis:…”

The impact of employer-employee relations on employee commitment: a case from Sri Lanka

“…However, these research were conducted in a European context. Zeffane and Melhem (2017) in their comparative study between public and private sector organisations in United Arab Emirates found that public sector employees feel that there is a greater trust between them and the public sector employer while there was a greater association between trust and turnover intention in private sector employees. Hence, it is worthwhile to examine these relationships in Asian context as well.…”