Turnover intentions, training and motivations among Australian union staff

Abstract

Staff loss and demotivation can be costly for unions. In this article the authors investigate factors influencing expected voluntary turnover, that is Intention to Leave (ITL), of union employees by conducting an online survey of 160 staff in three Australian unions. Moderated multiple regression analyses revealed that perceived organisational support, shortcomings in training and unmet intrinsic needs predicted ITL, after controlling for burnout, labour market mobility and intrinsic motivations. Critically, the results suggest an interaction effect involving training in some circumstances. Training buffered the impact of low support on ITL, however the adverse effect on ITL of organisational failure to meet staff expectations regarding service to members remained, independent of training. Implications for theory and practice are discussed, including the separate significance of resources and purpose.

Work-Life Satisfaction and Job Incentives Affect Turnover Intention Mediated by Employee Engagement

“…Even though the incentives are significant, the increased workload can also cause turnover intensity [19,65] Therefore, the decision-makers of the ministries direct their personnel policy and strategy to focus more on the implementation of fairness and equality to employees through performance evaluations, salary increases, bonuses, and gifts, and in terms of rewards and recognition HRM must increase employee satisfaction by increasing their willingness and desire to contribute more and maximize work contribution by assigning appropriate rewards and rewards DOI 10.18502/kss.v9i14.16146 through incentives to motivate them and increase their job satisfaction. In addition, the indirect relationship between employee engagement also acts as a mediating bridge between life satisfaction and work motivation [66,67]. It was found that the most important factors are considered as a form of employee commitment.…”