Emotional Intelligence, Self-efficacy and Turnover : Evidence from Service Employees in China

Aaron, Rae Stephens; Yu, Huaibing

doi:10.20288/jcs.2018.21.2.79

Cited by 2 publications

(1 citation statement)

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“…In short, self-efficacy is not significantly reducing turnover intention, and self-efficacy is only associated with lower turnover intention when it adds value to the employees (Stephens & Huaibing, 2018). Thus, based on the findings of this study, self-efficacy does not impact talent retention.…”

Section: Relationships Between Self-efficacy and Talent Retentionmentioning

confidence: 50%

Factors affecting talent retention in SMEs in a competitive environment

Ramachandaran,

Vasudevan,

Ling

et al. 2023

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The purpose of the study is to investigate the key determinants that influence talent retention within Small and Medium-sized Enterprises (SMEs) operating in a highly competitive world. The study used a quantitative methodology that focuses on gathering numerical data that can be evaluated using an approach called Partial Least Square-Structural Equation Modelling (PLS-SEM). To facilitate data collection, online surveys were made available to respondents in convenient ways to give their opinion at any time and from any location. PLS-SEM was used to examine a set of hypotheses resulting from a theoretical model of turnover intention. According to empirical findings, there was just one factor—work-life balance—that had a substantial impact on employee retention. Two independent variables, self-efficacy and training and development, verified that they do not support the hypothesis and have no significant relationship. Understanding these driving forces holds paramount importance for Small and Medium-sized Enterprises (SMEs) as they endeavor to attract and retain top-tier talent. By adjusting and fine-tuning their policies and operational procedures, SMEs can cultivate an environment conducive not only to the preservation of proficient personnel but also to their growth. Consequently, this study emphasizes the critical importance of customized methodology and the demand for personalized strategies that take into consideration and address the needs of SMEs.

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Section: Relationships Between Self-efficacy and Talent Retentionmentioning

confidence: 50%

Factors affecting talent retention in SMEs in a competitive environment

Ramachandaran,

Vasudevan,

Ling

et al. 2023

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The mediating role of optimism and self-efficacy in the relationship between job autonomy and turnover intention

Mirkovic

2024

Psihologija

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This study sought to find empirical evidence that supports the Job Demands-Resources model's extension, i.e., the inclusion of personal resources as a mediator between job resources and work-related outcomes in the model. Using the Conservation of Resources (COR) theory, we hypothesized that optimism and self-efficacy mediate the relationship between job autonomy and turnover intention. A convenience sample of 168 employees (45.2% female) working in diverse companies in Bosnia and Herzegovina was applied to test our hypothesis. The relationship between job autonomy and turnover intention was fully mediated by optimism. The obtained finding extends the Job Demands-Resources model by theoretically and empirically including the mediating role of personal resources in the relationship between job resources and work-related outcomes. In addition, the obtained result supports the Conservation of Resources theory, i.e., it confirms that existing resources can accumulate further resources that benefits employee behaviour.

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Emotional Intelligence, Self-efficacy and Turnover : Evidence from Service Employees in China

Cited by 2 publications

References 0 publications

Factors affecting talent retention in SMEs in a competitive environment

Factors affecting talent retention in SMEs in a competitive environment

The mediating role of optimism and self-efficacy in the relationship between job autonomy and turnover intention

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