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

Abstract

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...

Predicting employee turnover using financial indicators in the pharmaceutical industry

“…That is, whenever the higher the productivity of employee, the higher the employee’s turnover of pharmaceutical companies in Jordan. This result is consistent with the result of Al-Habil et al (2017) who found that there is a positive effect of employee productivity (e.g. job performance) on employee turnover.…”

“…On the other hand, employees with high productivity levels tends to have a high turnover rate. This may be, as we discussed, attributed to their desire to find more appealing opportunities in other companies or even in other sectors (Al-Habil et al, 2017). A high employee productivity may indicate that the employee's workload is high, which may be due to the decrease in the number of employees required to carry out the job tasks.…”

“…The relationships between employee productivity, measured by job or employee performance (Shatila and Alozian, 2019;Okolocha, 2021), and employee turnover have long been of interest to researchers (Griffeth et al, 2000;Salamin and Hom, 2005), but there is no agreement on the nature of this relationship. Some studies indicated a positive relationship (Al-Habil et al, 2017); some indicated a negative relationship (Griffeth et al, 2000;Zimmerman and Darnold, 2009); others indicated no relationship (Lai and Chen, 2012); and other studies indicated that the relationship is nonlinear (Becton et al, 2017;Jackofsky, 1984;Williams and Livingstone, 1994). The expectancy theory suggests that high employee productivity, especially when rewarded for good performance, should enhance employee satisfaction, and that satisfaction in turn should reduce employees' turnover (McEvoy and Cascio, 1987).…”

“…Researchers have tried to identify the reasons behind employees’ intentions to quit. For example, job stress, lack of commitment and job dissatisfaction (Firth et al , 2007), economic reasons (Mano‐Negrin and Tzafrir, 2004), organizational stability (Schervish, 1983), salaries and other benefits (Idson and Feaster, 1990), employee skills, years of experiences, firm size, industry, pay scale, job security (Min, 2004; Min, 2007), payments, job performance, role clarity, job satisfaction, organizational commitment (Al-Habil et al , 2017), job satisfaction, organizational commitment, empowerment (Özkan et al , 2020), job satisfaction, organizational commitment (Özkan, 2022). But there had been little bit of consistency in findings.…”

A Novel Classification Model for Employees Turnover Using Neural Network to Enhance Job Satisfaction in Organizations

“…Several previous studies have shown that turnover is the consequence of work dissatisfaction a combination of factors which include pay, recognition, and career development opportunities.... etc. In one of the previous studies, data were collected from primary and secondary sources, they used the questionnaire to analyze factors affecting employee turnover and found there were three main factors that influence the decision to resign: internal factors, personal and external [19].…”