Turnover prediction using attitudes towards benefits, pay, and pay satisfaction among employees and entrepreneurs in Estonia, Latvia, and Lithuania

Carraher, Shawn M.

doi:10.1108/17465261111100905

Cited by 63 publications

(60 citation statements)

References 90 publications

(97 reference statements)

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“…This finding supports the previous studies suggesting that pay satisfaction and turnover intention was negatively related. This finding is in line with the previous studies suggesting the relationship of pay satisfaction and turnover intention (Currall et al, 2005;Motowidlo, 1983;Williams et al, 2006), as well as studies which emphasized the dimensions of pay satisfaction and their relations to turnover intention (Carraher, 2011;Motshegwa, 2011;Singh & Loncar, 2010). If employees feel satisfied with their pay, they would be less likely to have an intention to leave and search for alternative jobs.…”

Section: Discussionsupporting

confidence: 82%

“…It does not only involve the monetary one, but also the benefits distribution. A good pay system and pay satisfaction will not only reduce an intention to quit, but it can also enhance employees' satisfaction, motivation, and performance (Carraher, 2011;Currall et al, 2005;Ghazanfar, Chuanmin, Khan, & Bashir, 2011;Islam et al, 2012;Judge et al, 2010;Lai, 2011;Miceli & Mulvey, 2000;Singh & Loncar, 2010;Stringer, Didham, & Theivananthampillai, 2011).…”

Section: Discussionmentioning

confidence: 99%

“…They found that all dimensions of pay satisfaction were correlated negatively with turnover intention. Carraher (2011)'s study about the attitudes toward benefits and pay found that benefits, pay, and satisfaction was important in affecting turnover and useful to retain employees. Motshegwa (2011) also found that pay satisfaction was a predictor for turnover intention.…”

Section: Turnover Intention and Pay Satisfactionmentioning

confidence: 99%

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The effects of pay satisfaction and affective commitment on turnover intention

A'yuninnisa¹,

Saptoto²

2015

IJRSP

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One of the antecedents of turnover and turnover intention is job attitude. Among the job attitudes in the organizations, many researchers have focused on satisfaction and organizational commitment as the factors affecting turnover intention. Meta-analysis studies have noted that correlation between turnover intention and commitment is higher relative to its relationship with satisfaction which indicates the possibility of mediation relationship. One facet of satisfaction which is important in predicting turnover intention is pay satisfaction. Only a few studies have been conducted to test the mediation relationship among the variables.This study aimed to examine the direct and indirect effects of pay satisfaction on turnover intention, which is mediated by affective commitment. Instruments used in this study were the Indonesian version of Pay Satisfaction Questionnaire (Heneman & Schwab, 1985), Affective Commitment Scale (Allen & Meyer, 1990), and Turnover Intention Scale, which were delivered to 183 employees of an automotive manufacture company in Indonesia. The data of 150 respondents involved were analyzed using path analysis with latent variables. The result showed that turnover intention was significantly predicted by both pay satisfaction (γ 1 = -.19, p < .05) and affective commitment (β = -.77, p < .05), while affective commitment was significantly predicted by pay satisfaction (γ 2 = .32, p < .05). The model supported for a partial mediation and that there were both direct and indirect effects of pay satisfaction on turnover. Affective commitment played an effective role in mediating the relationship between pay satisfaction and turnover intention.

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Section: Discussionsupporting

confidence: 82%

Section: Discussionmentioning

confidence: 99%

Section: Turnover Intention and Pay Satisfactionmentioning

confidence: 99%

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The effects of pay satisfaction and affective commitment on turnover intention

A'yuninnisa¹,

Saptoto²

2015

IJRSP

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“…Organizations may use high salaries or benefits to retain their employees (Batt, 2002;Carraher, 2011;Fairris, 2004;Guthrie, 2001). Efficiency wage The International Journal of Human Resource Management 3 theory suggests that more generous compensation packages will reduce an employee's turnover intentions by increasing the perceived cost of psychological benefits that may be lost by leaving the organization (Katz, 1986;Shapiro & Stiglitz, 1984).…”

Section: Turnover Intentionsmentioning

confidence: 99%

Mentoring functions and turnover intention: the mediating role of perceived organizational support

Park

Newman

Zhang

et al. 2015

The International Journal of Human Resource Management

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Despite an increasing number of studies investigating the effects of mentoring on employee work outcomes, limited attention has been placed on the relationship between mentoring functions and turnover intentions. In this study, we examined the relationship between mentoring functions and turnover intentions, and the mediating role of perceived organizational support (POS) on this relationship. Using data collected from 176 employees in three Chinese banks, we found that POS partially mediated the relationship between mentoring functions and employees' turnover intentions.

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“…This approach is partially in line with Herzberg's two-factor theory and job characteristics model. The relation between sociodemographic variables, such as age, gender, education, income and workplace relationships on the one hand, and job satisfaction on the other hand, is becoming gradually popular in the economic and ergonomic literature (see [1][2][3][4][5]), with a special importance in the case of the post-transition economies (see, e.g., [6][7][8][9]). At the beginning of the current century, the literature on job satisfaction became more specialized, aiming to explain job satisfaction within the particular occupation (see, e.g., [10][11][12][13][14][15]) for job satisfaction in healthcare, or aiming to explain correlates of job satisfaction such as core selfevaluation, [16] job engagement and job fit, [17] job stress [18] and firm value.…”

Section: Introductionmentioning

confidence: 99%

Factors influencing job satisfaction in post-transition economies: the case of the Czech Republic

Čábelková

Abrhám

Strielkowski

2015

International Journal of Occupational Safety and Ergonomics

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This paper presents an analysis of factors influencing job satisfaction in post-transition economies on the example of the Czech Republic. Our research shows that women reported higher levels of job satisfaction compared to men. Education proved to be statistically significant in one of three indicators of job satisfaction. Personal income and workplace relationships proved to be positively and significantly related to all the three indicators of job satisfaction. Most of the occupational dummies were significantly related to two out of three indicators of job satisfaction. In addition, we found that Czech entrepreneurs enjoy and value their job, which indicates strong self-selection for doing business in post-transition economies. However, human capital expressed by the level of education was significant factor for job satisfaction, meaning that well-educated people might not be satisfied with their jobs or feel that their education and experience are wasted in the market economy.

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Turnover prediction using attitudes towards benefits, pay, and pay satisfaction among employees and entrepreneurs in Estonia, Latvia, and Lithuania

Cited by 63 publications

References 90 publications

The effects of pay satisfaction and affective commitment on turnover intention

The effects of pay satisfaction and affective commitment on turnover intention

Mentoring functions and turnover intention: the mediating role of perceived organizational support

Factors influencing job satisfaction in post-transition economies: the case of the Czech Republic

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