Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Cao, Zhoutao; Chen, Jinxi; Song, Yixiao

doi:10.5539/ijbm.v8n20p62

Cited by 52 publications

(51 citation statements)

References 22 publications

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“…There are two major types of employee turnover: involuntary and voluntary [2]. Involuntary turnover is initiated by the organization to terminate the relationship with an employee, whereas voluntary turnover is primarily initiated by the employees themselves [3]. In the academic literature, turnover intention is commonly used as a measure of anticipated workplace turnover.…”

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confidence: 99%

Factors Affecting the Employees’ Turnover at the Ministry of High Education in Gaza Governorates-Case study: North and West Gaza Directorates of Education

Al-Habil¹,

Allah²,

Shehadah³

2017

Arts Social Sci J

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All governmental and private organizations are trying to implement the optimal utilization of their resources, whether human or financial resources or raw materials to achieve their goals and objectives. The human resources are of the most important of these resources because an organization can organize and control the exploitation of the rest of the organization's resources appropriately through human resource management. The basis of the progress and development in various fields of life is the organization's ability to explore the elements of the human performance in terms of efficiency and productivity, which leads to developing the overall effectiveness of the organization. Employee's turnover is a much studied phenomenon. However, there is no standard account for why people choose to leave an organization. This is noteworthy because it is typically the occasions where people choose to leave that concern organizations and organizational theorists [1]. Employee turnover refers to the termination of an official and psychological contract between an employee and an organization. There are two major types of employee turnover: involuntary and voluntary [2]. Involuntary turnover is initiated by the organization to terminate the relationship with an employee, whereas voluntary turnover is primarily initiated by the employees themselves [3]. In the academic literature, turnover intention is commonly used as a measure of anticipated workplace turnover. Intent to leave, intent to quit, intention to leave and turnover intention are often used interchangeably. Voluntary turnover incurs significant cost, both in terms of direct costs (replacement, recruitment and selection, temporary staff, management time), and also (and perhaps more significantly) in terms of indirect costs (morale, pressure on remaining staff, costs of learning, product/service quality, organizational memory) and the loss of social capita [4]. The issue of voluntary turnover has been rigorously studied over the past few decades. Empirical evidence indicates that a high rate of voluntary turnover is costly for organizations because it negatively affects organizational effectiveness and success [5]. Losing good employees can negatively affect an organization's competitive advantage; lowering the morale of other staff [6], as well as reducing productivity and work quality [7]. Despite these unfavourable consequences, the voluntary turnover rate across the globe remains relatively high. Previous research suggests that high work engagement leads to lower voluntary turnover. Highly engaged employees exhibit higher quality behaviours and performance. The evidence suggests that having engaged employees results in greater profitability, shareholder returns, productivity and customer satisfaction. Employees are an AbstractThis study aims at identifying the factors which influence the turnover phenomenon of the Employees of the Ministry of Education and Higher Education in the Gaza Strip. The Ministry of Education in Gaza suffers from the employee turnover p...

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confidence: 99%

Factors Affecting the Employees’ Turnover at the Ministry of High Education in Gaza Governorates-Case study: North and West Gaza Directorates of Education

Al-Habil¹,

Allah²,

Shehadah³

2017

Arts Social Sci J

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“…Many factors have been discussed in the literature to improve the retention of nurse workforce such as career development programs and training, job satisfaction, pay and benefits [6][7][8]. In addition, positive workplace environments have been well recognized as a positive influence on nurse retention and improved quality of patient care [26].…”

Section: Discussionmentioning

confidence: 99%

“…Many factors have been studied to evaluate their potential impact on reducing TI, such as the presence of career development programs and training [6], satisfaction, implementation of fair salary raise [7] and payment and rewards [8]. One additional factor that has been discussed in literature and requires more attention is supervisor support in the workplace.…”

Section: Introductionmentioning

confidence: 99%

“…They identified that in a situation with high turnover rate among nurses, additional workload and responsibilities would be placed on those remaining. This situation would decrease time spend caring for each patient; therefore, the quality of patient care will be compromised and some patients needs will be neglected [25].Many factors have been discussed in the literature to improve the retention of nurse workforce such as career development programs and training, job satisfaction, pay and benefits [6][7][8]. In addition, positive workplace environments have been well recognized as a positive influence on nurse retention and improved quality of patient care [26].…”

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confidence: 99%

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The Influence of Supervisor Support on Nurses’ Turnover Intention

Alshutwi¹

2017

Health Syst Policy Res

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Maintaining adequate nursing staff is a real challenge that many healthcare organizations are facing. Many factors have been identified to positively influence the reduction of turnover intention among. A comprehensive search was conducted in 2016 to review six databases CINAHL, Academic Search Complete, Business Source Premier, Education Research Complete, Health Source, and PsycINFO using a combination of keywords.All 12 studies included in the review consistently found a negative association between supervisor support and turnover intention. However, there were variations in the strength of this association. This systematic review points to the potential of decreasing turnover intention by improving supervisors' support behaviors. Although there are discrepancies within the literature regarding the strength of the association between supervisor support and turnover intention, evidence suggests that supervisor support could impact employees' turnover intention and thus actual turnover. Further research to evaluate the effectiveness of supervisor support on turnover intention is highly recommended, including interventional studies. Support in the workplace could be seen as a serious resource for reducing nursing turnover. Nursing supervisor and managers are encouraged to improve their supportive behaviors. Nursing policies are needed to promote supervisor supportive behaviors such as training programs and workshops. In addition to the direct effect on turnover, the PSS has an indirect effect on the TI. Researchers have suggested that the relationship between PSS and TI is mediated through other factors such as job satisfaction [12], and perceived organizational support [11]. MethodThe five steps for conducting a systematic review was adopted [13]. These steps include (a) framing questions, (b) identifying relevant studies, (c) assessing the quality (d) summarizing the evidence, and (e) interpreting the findings. Electronic databases CINAHL, Academic Search Complete, Business Source Premier, Education Research Complete, Health Source, and Psyc info were searched using a combination of keywords; Supervisor Support OR Supportive supervisions, and Turnover Intention OR Intention to quit. References of all included studies were searched manually for additional studies. The inclusion criteria for the studies were: (a) published in English language between 1995 and 2016, and (b) reported the associated between supervisor support and TI.To assure the quality of the systematic review, the Effective Public Health Practice Project (EPHPP) Quality Assessment Tool for Quantitative Studies [14] was used to assess each of the studies. Based on the tool's standard criteria, each component was rated as 'strong', 'moderate' or 'weak'. Each study was evaluated separately using this tool. An overall quality rating was determined based on review of all the component ratings. Studies with an overall rating of strong and moderate were included. Studies with an overall rating of weak were excluded from this review ResultsIn...

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“…Moreover, the past researcher found that, good working surrounding, development and improvement career also under categorize rewards to employees and by providing this kind of rewards the rate of retention of employees and productivity will increase [9]. While if the reward is not satisfied, employee turnout to change behavior and lead to leave the organization.…”

Section: Reward Systemmentioning

confidence: 99%

Untitled

2017

IJBM

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Work-life balance, job stress, reward system and turnover intention are some essential elements in a working environment. To a certain extent, some of these elements are prerequisites to job performance. Talent retention is of particular concern to any organization due to globalization, the skills shortage and rapidly advancing technology. Work-life balance represents the dynamic between working life and personal life. Meanwhile job stress requires the employees to resolve job conflict, as unresolved job stress might lead to unproductive results. Reward system is positive outcomes that are earned as a result of an employee's performance. Lastly, turnover intention can be defined as employee's thoughts of quitting their job and an intention to seek out another job outside of the organization. Employee turnover has significant costs and negative consequences for organizations. Far from being a liability, the greatest asset any business has is its employees. And like any asset, employees and talents need to be invested in. However, current statistics show voluntary turnover was the highest among manufacturing workers in Malaysia as compared to other industry. Therefore, the main objective of this study was to investigate the effects of work-life balance, job stress, and reward system towards employees' turnover intention. This study involved 100 respondents from two different factories of a manufacturing company located in Klang Valley, Malaysia. The respondents were randomly selected from various departments. Results indicated that job stress was the most significant factor of employees' intention to quit, followed by the reward system. The implication of this study is that organization should take appropriate action in managing their employees' stress as well as offering an attractive rewards in order to retain their talented staffs hence maintaining the company's stability and competitiveness. Future research should include other factors like organizational politics and downsizing that might influence the turnover intention.

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Does Total Rewards Reduce the Core Employees’ Turnover Intention?

Cited by 52 publications

References 22 publications

Factors Affecting the Employees’ Turnover at the Ministry of High Education in Gaza Governorates-Case study: North and West Gaza Directorates of Education

Factors Affecting the Employees’ Turnover at the Ministry of High Education in Gaza Governorates-Case study: North and West Gaza Directorates of Education

The Influence of Supervisor Support on Nurses’ Turnover Intention

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