What affects the turnover intention of civil servants: Evidence from Bhutan

Abstract

Research utilising self‐determination theory (SDT) and, in particular, the concept of need satisfaction in public organisations has been increasing in recent years. At the same time, most studies are using insights from SDT, and are not really testing them. In fact, we still have limited knowledge on the outcomes of need satisfaction for civil servants. In this study, we aim to understand how need satisfaction affects the intrinsic motivation of civil servants, as well as their intention to leave the organisation in which they currently work. Using original data from 580 civil servants in Bhutan, this study finds that need satisfaction matters for intrinsic motivation and turnover intention. More specifically, this study finds that while need satisfaction has a positive effect on intrinsic motivation, it has a negative effect on turnover intention. Intrinsic motivation also mediates this relationship. To reduce turnover intention, policymakers may need to enhance public sector employees’ need satisfaction and their intrinsic motivation. These findings are consistent with Bhutan's context, in which happiness and human connection and fulfilment are more important than economic values.Points for practitioners Civil servants of Bhutan whose needs are satisfied are more likely to be intrinsically motivated and less likely to express an intention to quit their jobs. To reduce turnover intention, policymakers may need to enhance public sector employees’ need satisfaction and their intrinsic motivation.

Do ‘humble’ leaders help employees to perform better? Evidence from the Chinese public sector

“…In this way, an employee's performance is enhanced. As previous research has demonstrated, intrinsic motivation reinforces public employees’ job satisfaction and performance (Cho & Perry, 2012; Park & Word, 2012) and reduces their turnover intention (Mussagulova & Demircioglu, 2022). Therefore, we hypothesise that: Hypothesis 2 : There is an indirect effect of leader humility and leader's perception of public employee performance through intrinsic motivation. …”

“…Studies show that various factors, such as need satisfaction (Mussagulova & Demircioglu, 2022) and the use of social media (Demircioglu & Chen, 2019), could influence public employees’ intrinsic motivation. Among the various predictors, employee intrinsic motivation can be influenced and reinforced by a leader, such as transformational leadership (Deci et al., 2017; Jensen & Bro, 2018).…”

“…Extant research in this field has validated that the premise of SDT is relevant and explanatory to reveal the changes in motivations in public employees (Chen & Bozeman, 2013; Chen & Hsieh, 2015; Chen, Chen, et al., 2018; Cho & Perry, 2012; Demircioglu & Chen, 2019; Fernandez & Moldogaziev, 2013; Mussagulova & Demircioglu, 2022; Weske & Schott, 2016; Xu & Chen, 2021). Among the various types of motivations, intrinsic motivation has also been demonstrated to be relevant to public administration research and practice (Demircioglu & Chen, 2019; Mussagulova & Demircioglu, 2022; Park & Word, 2012; Xu & Chen, 2021). For example, by analysing the data from the 2008 Federal Human Capital Survey, Cho and Perry (2012) find that intrinsic motivation can increase federal employees’ job satisfaction and decrease their intention to leave.…”

“…As public administration research has proposed, understanding how public employees are motivated is crucial to public organisations (Jacobsen et al, 2013;Jensen & Bro, 2018). Extant research in this field has validated that the premise of SDT is relevant and explanatory to reveal the changes in motivations in public employees (Chen & Bozeman, 2013;Chen & Hsieh, 2015;Cho & Perry, 2012;Demircioglu & Chen, 2019;Fernandez & Moldogaziev, 2013;Mussagulova & Demircioglu, 2022;Weske & Schott, 2016;Xu & Chen, 2021). Among the various types of motivations, intrinsic motivation has also been demonstrated to be relevant to public administration research and practice (Demircioglu & Chen, 2019;Mussagulova & Demircioglu, 2022;Park & Word, 2012;Xu & Chen, 2021).…”