High Commitment Compensation Practices and Employee Turnover Intention: Mediating Role of Job Satisfaction

Rubel, Mohammad Rabiul Basher; Kee, Daisy Mui Hung

doi:10.5901/mjss.2015.v6n6s4p321

Cited by 10 publications

(8 citation statements)

References 55 publications

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“…Boudreau et al (1999) provide a large body of data showing that incentive-based compensation impacts company performance. It also reaffirms (Kee et al 2015) assertion that a large body of evidence shows that base pay has a considerable impact on business performance. The findings also align with this assertion that HR divisions and organisations invest a lot of time and money into putting together benefits packages that can be used to hire new employees and keep the ones they already have (Olagbemiro, 2021).…”

Section: Strategic Human Resource Management Practices Of Hotelssupporting

confidence: 73%

Strategic Human Resource Management Practices; Insights From Hotels in the Upper West Region, Ghana

Issah Haq Muhammad,

Ibrahim Kaleem (PhD),

Tahiru Lukman

2023

Int. j. manag. entrep. res

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The study “Strategic Human Resource Management Practices; Insights from Hotels in the Upper West Region of Ghana” examines strategic human resource management practices and their contribution to hotel growth and development in the Upper West Region. The Resource Based View was the theory used in the study. In addition, two broad types of data, secondary and primary data, were used in the study. Questionnaire Administration and Key Informant Interviews were the methods used to collect the data from respondents. Findings revealed that SHRM practices such as selection and recruitment, training and development, appraisal, teamwork, and promotion are practices hotels in the Upper West Region utilise to enhance their organisational performance. Therefore, it is recommended that the management of hotels should prioritise human resource development, focusing on recruitment of qualified personnel, training and benchmarking of standard practice. Keywords: Human Resource, Management, Training, Hotels, development, Organizational, Performance.

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Section: Strategic Human Resource Management Practices Of Hotelssupporting

confidence: 73%

Strategic Human Resource Management Practices; Insights From Hotels in the Upper West Region, Ghana

Issah Haq Muhammad,

Ibrahim Kaleem (PhD),

Tahiru Lukman

2023

Int. j. manag. entrep. res

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“…Other review papers identify antecedents like a lowquality psycho-social work environment, intense workload, and high levels of stress (Hayes et al, 2012), role stress, ambiguity, and conflicts (Ghapanchi and Aurum, 2011;Hayes et al, 2012;Tiplic et al, 2015;Park and Min, 2020), lack of support (Goddard and O'Brien, 2003;Borman and Dowling, 2008;Skaalvik and Skaalvik, 2011;Afzal et al, 2019;Xiu et al, 2019;Kaur and Randhawa, 2020), low-quality relations (Borman and Dowling, 2008;Skaalvik and Skaalvik, 2011;Namin et al, 2021), and leadership (Shareef and Atan, 2018;Iqbal et al, 2022;Zafar et al, 2022). Furthermore, researchers have found that high-commitment HRM is negatively related to turnover intention (Arthur, 1994;Guchait and Cho, 2010;Rubel and Kee, 2015;Schopman et al, 2017;Yousaf et al, 2018). Based upon this, we expect control-oriented HRM to be positively related to turnover intention.…”

Section: Antecedents To Turnover Intentionmentioning

confidence: 99%

“…, 2022). Furthermore, researchers have found that high-commitment HRM is negatively related to turnover intention (Arthur, 1994; Guchait and Cho, 2010; Rubel and Kee, 2015; Schopman et al. , 2017; Yousaf et al.…”

Section: Theoretical Observations and Hypothesesmentioning

confidence: 99%

Judge and fury: instrumentality, feedback formats and turnover intention in schools

Dahle

Urstad

2023

EBHRM

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PurposeIn the deregulated public sector upper secondary school field in Oslo, Norway, turnover among teachers is found to be high. The purpose is to examine whether instrumental practices like control-oriented HRM, performance appraisal and heteronomy directly or indirectly lead to turnover intention, as a crucial pre-stage to turnover. Another purpose is to examine whether this varies with feedback format.Design/methodology/approachThe present study is based on a survey (N = 1,055) carried out among upper secondary school teachers in Norway. Data were analyzed with path analysis, and mediation and moderation analyses were performed.FindingsThe study shows that control-oriented HRM, PA dissatisfaction and heteronomy are antecedents to turnover intention for teachers receiving feedback in three different feedback formats. The effect of control-oriented HRM and PA dissatisfaction on turnover intention was generally not stronger among numerically rated than among those rated otherwise. For most feedback format groups, leader–member exchange mediated between turnover intention and PA dissatisfaction and heteronomy, respectively, but not between turnover intention and control-oriented HRM. For teachers rated with text, figures or colors, LMX moderated between control-oriented HRM and turnover intention.Research limitations/implicationsThe paper advances that introduction of instrumental practices will be seen as breaches of the psychological contract, but this does not apply to all feedback format groups, for example those receiving numerically rating. Limitations involve self-reported measures, direction of causality issues and a relatively low sample size for some groups.Practical implicationsPractitioners should note that both control-oriented HRM, performance appraisal and little autonomy may cause teachers to consider leaving their jobs. Practitioners should also be aware of the importance of the relationship between employee and leader, as negative responses to instrumentality may work through the leader–employee relationship, leading to turnover intention and, possibly, turnover.Originality/valueThe present study is among the first to examine whether and how antecedents to turnover intention vary with feedback format. A rare interaction between HRM and LMX is uncovered. Few other studies have analyzed the relationship between instrumental practices and turnover intention in light of psychological contract theory.

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“…Moreover, some researchers (e.g., (De Reuver, Van De Voorde, & Kilroy, 2019;Tongchaiprasit & Ariyabuddhiphongs, 2016)) suggested the inclusion of some other factors (e.g., workload, pay) to explore the relationship focusing workload as a variable. Although, few studies (e.g., Rubel and Kee (2015)) examined the said relationship in western context focusing on different industries and organizations, but the studies conducted in the non-western context and focusing on banking sector employees remained understudied. Thus, the aim of this study is to explore and empirically examine the relationship between HCWS and TI of employees, and by considering the role of workload as a mediator between HCWS and TI of employees by considering the employees in financial sector (i.e., banks) in Bahawalpur, Pakistan.…”

Section: Introductionmentioning

confidence: 99%

High Commitment Work System and Turnover Intentions: Role of Workload as a Mediator

Mariyum

Abideen

Abbas

2020

Journal of Contemporary Research in Business, Economics and Fin

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Turnover of employees is a big challenge for nearly every organization. Whereas, HR related policies and practices have huge impact on turnover intentions (TI) of employees in many contexts as such policies impact the attachment of the employees with the organization by enhancing their organizational commitment levels and thus leading to a considerable attention towards high commitment work-system (HCWS). The main aim of this study is to explore the relationship between HCWS and TI of employees, with the role of workload as a mediator between HCWS and TI of employees. This study is a descriptive, correlational, cross-sectional and quantitative where survey approach was used by focusing on employees, selected through convenience sampling approach, in banking sector (both public and private sector banks in Bahawalpur, Pakistan. Correlation, OLS regression analysis, Cronbach's alpha, and KMO and Bartlett's tests were used for data analysis purposes. Results show the significant positive relationship between the HCWS and TI of employees, while the role of workload as a mediator variable between the HCWS and TI of employees was also confirmed. This study is important one as it extends the understanding through contributing to the literature related to employees' TI and HCWS in the context of banking sector of Pakistan. Future study should focus on other study setting with longitudinal approach.

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High Commitment Compensation Practices and Employee Turnover Intention: Mediating Role of Job Satisfaction

Abstract: This study explores the relationship between employees' perceptions of high commitment compensation practices (a particular

Cited by 10 publications

References 55 publications

Strategic Human Resource Management Practices; Insights From Hotels in the Upper West Region, Ghana

Strategic Human Resource Management Practices; Insights From Hotels in the Upper West Region, Ghana

Judge and fury: instrumentality, feedback formats and turnover intention in schools

High Commitment Work System and Turnover Intentions: Role of Workload as a Mediator

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