Employee Turnover: Causes, Importance and  Retention Strategies

Al-Suraihi, Walid Abdullah; Samikon, Siti Aida; Alsuraihi, Alhussain; Ibrahim, Ishaq

doi:10.24018/ejbmr.2021.6.3.893

Cited by 73 publications

(62 citation statements)

References 95 publications

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“…A recurring difficulty faced by organizations today is the problem of increased employee turnover and the retention of employees (Al-Suraihi et al, 2021 ). In developing countries like Malaysia, employee turnover intention has become a serious problem (Munir and Tobi, 2020 ).…”

Section: Introductionmentioning

confidence: 99%

Employee Retention in the Service Industry in Malaysia

et al. 2022

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This study aims to investigate the effects of work-life balance, work environment, and reward and compensation on employee retention in Malaysia. A total of 400 questionnaires were collected online from employees within the service industry in Malaysia. Partial least square structure equation modeling was used to test the model and hypotheses. The results reveal that work-life balance and work environment had a strong positive effect on employee retention, but reward and compensation had a much stronger positive effect on employee retention. This research provides unique theoretical contributions by investigating these factors in the midst of the COVID-19 outbreak as components of the reciprocal process between employee and employer, and their effects on employee retention. This study also provides vital insights to business organizations to consider designing effective employee retention plans for a successful business.

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Section: Introductionmentioning

confidence: 99%

Employee Retention in the Service Industry in Malaysia

et al. 2022

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“…As in all kinds of relationships, it has been well proven that a positive and constructive work relationship can have many benefits, including an increase in work efficiency, the enhancement of creativity, increased productivity, and the retention of quality staff [30]. Good retention of staff means the reservation of human resources and retainment of organisational and corporate knowledge and wisdom [31]. A work environment that values good relationships among colleagues and between supervisors and supervisees with opportunities for involvement for all in the workplace could help to create a stronger sense of belonging and loyalty.…”

Section: Discussionmentioning

confidence: 99%

Factors Associated with Work-Related Burnout among Corporate Employees Amidst COVID-19 Pandemic

Lam

Reddy

et al. 2022

IJERPH

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Work-related burnout is common and has detrimental effects on employees in many industries. The current study aims to examine both environmental and personal factors that are associated with work-related burnout in a population of corporate employees who managed to retain their jobs amidst the global COVID-19 pandemic crisis. This cross-sectional survey served as the baseline data collection of a phase III wait-listed cluster randomised controlled trial (CRCT) of an intervention program on mental well-being at the workplace. Participants were recruited from six large-size corporations. Work-related burnout was assessed by the Maslach Burnout Inventory (MBI), and the Moos Work Environment Scale (WES) was used for evaluating the workers’ perspective on the workplace. Information was also collected on demographics and health behaviours. Burnout in this sample was prevalent with 60% of participants rated at a moderate to a high level on emotional exhaustion. Results from the multiple linear regression analyses suggested that different factors were related to different components of burnout. For example, age, work involvement, co-worker cohesion, and work pressure were associated with emotional exhaustion and depersonalisation while others were related to professional accomplishment. The overall results suggested that the work environment is of influential importance to the burnout of employees. However, although the study was conducted during the peak of the COVID-19 pandemic, the factors identified as relating to workplace burnout do not differ much from those identified in a crisis time. Implications of the results were discussed.

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“…A study by Aboobaker et al (2017) indicated that there is a positive relationship between organizational support and the intention to stay in the organization. However, a study by Al-Suraihi et al (2021) revealed no significant relationship between organizational support and the intention to stay on the job. This shows that studies on the relationship between organizational support and the intentions to stay on the job have revealed contradictory results.…”

Section: Organizational Support and The Intentions To Stay On The Jobmentioning

confidence: 93%

“…This means that employers should provide the needed resources and ensure an appropriate organizational climate to warrant persistent self-development (Chaudhry et al, 2022). The desire to also continue to stay on the job highly depends on interesting and flexible job responsibilities and not on the monetary aspects alone (Al-Suraihi et al, 2021;Poku et al, 2022).…”

Section: Literature Review Intention To Stay On the Jobmentioning

confidence: 99%

Does Organizational Support Influence The Nexus Between Role Conflict And The Intentions To Stay On The Job? A Study Among Public Sectors Employees

Addai¹,

Ofori²,

Acquah³

et al. 2022

SBR

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Even though copious studies have shown that a relationship exists between role conflict and the intention to stay on the job, the mechanisms that curb the relationship between role conflict and intention to stay have not often been explored. This study examined the moderating role of organizational support on the nexus between the components of role conflict and the intention to stay in the organization. Two hundred and eighty-seven (n=287) public sector employees were selected using the cross-sectional survey design for the study. Data was gathered using the Role Conflict Scale, Perceived Organizational Support Scale, and the Intentions to Stay Inventory. Multiple regression was used in analyzing the data. Findings indicated that a significantly negative relationship exists between the two components of role conflict (inter-role and intra-role) and the intentions to stay in the organization. There was a positive nexus between perceived organizational support and the intentions to stay in the organization. The nexus between the two components of role conflict and the intentions to stay in the organization was moderated by perceived organizational support. The results provide some crucial insights for employers on how to inspire employees to stay in the public service. The limitations, recommendations, and implications for future studies have been emphasized.

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Employee Turnover: Causes, Importance and Retention Strategies

Cited by 73 publications

References 95 publications

Employee Retention in the Service Industry in Malaysia

Employee Retention in the Service Industry in Malaysia

Factors Associated with Work-Related Burnout among Corporate Employees Amidst COVID-19 Pandemic

Does Organizational Support Influence The Nexus Between Role Conflict And The Intentions To Stay On The Job? A Study Among Public Sectors Employees

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