Identifying Trends In Job Hopping In Private Institutions Of Higher Learning

Abstract

Since early 20th century, there is greater mobility among academicians in the private institutions of higher learning in Malaysia. The high turnover is the result of economical and social changes in the country. With globalization, Malaysia has now become a hub for international education. This has led to the growth in private institutions of higher learning. With the vast increase in such institutions, employees today have greater opportunities to job hop for various reasons. This research paper investigated the emerging trends in job hopping and the reasons behind it. The reasons were attributed to intrinsic and extrinsic motivating factors. The research further investigated whether there are differences in the trends between the various age groups; Baby Boomers (48 years and above), Generation X (33-47 years) and Generation Y (32 years and below). The researchers were motivated to do this research due to the increasing concern over the drastic mobility that is taking place in the private institutions of higher learning. The sample for this research comprised of 100 academicians working in private institutions of higher learning. Participants were given questionnaires to obtain responses on the intrinsic and extrinsic motivating factors leading to their decision to job hop. The selection of participants was based on a purposive sampling method as the researchers wanted to obtain responses from the three categories of generation. The findings proved the key hypothesis of the research which is; firstly, there is a trend in the job hopping exercise in the private institutions of higher learning and secondly, there are differences in the trends between the three categories of generations. The researchers went on to offer practical suggestions to the private institutions of higher learning and the Ministry of Human Resources in Malaysia to establish guidelines and policies to ensure that the job hopping practice is kept to the minimum.

Gen Z Workforce and Job-Hopping Intention: A Study among University Students in Malaysia

“…If they found the work environment and conditions did not meet their standard or preferences, they may leave their current jobs to seek for better opportunities. This finding also concur with Dhanapal et al (2013); Ali et al (2013) in which the working environment is one of the most crucial key elements in determining a decision to job hop. Poor working conditions provided by the employer will increase the motivation of the workers to take a decision to quit the company as their needs are not properly being fulfilled; increase stressful feelings, absenteeism, low commitment, and performance of the employees (Dhanapal et al, 2013).…”

“…This finding also concur with Dhanapal et al (2013); Ali et al (2013) in which the working environment is one of the most crucial key elements in determining a decision to job hop. Poor working conditions provided by the employer will increase the motivation of the workers to take a decision to quit the company as their needs are not properly being fulfilled; increase stressful feelings, absenteeism, low commitment, and performance of the employees (Dhanapal et al, 2013). In agreement to this idea, it seems that better working conditions can help to retain the employees longer and reduce turnover rate (Ali et al, 2013).…”

“…Numerous scholars (Harrison, 2013;Ghazali et al, 2018;Hemdi et al, 2018;Rasli et al, 2017;Dhanapal et al, 2013;Hemdi et al, 2018;Amoatemaa & Kyeremeh, 2016;Tessema et al, 2013;Ghazali et al, 2018;Rasli et al, 2017;DaVinci, 2019) claimed that recognition can be used by the organization as a key remedy for an employee's retention plan. The employees feel appreciated if their hard effort is rewarded and recognised.…”

“…Review of literature (Dhanapal et al, 2013;Philip, 2017;Pillai & Naveenan, 2017;Fratričová & Kirchmayer, 2018;Ghazali et al, 2018;Rivers, 2018;Decembrele, 2018;Alias et al, 2018;Russell, 2019;Nintex, 2019) points out that one of the most critical aspects in ensuring employee's loyalty is by offering career advancement or opportunities for growth in the company. For instance, Dhanapal et al (2013) stated that people who would often move or change jobs from one to another not only want to obtain a quick financial gain but also want to expand their career prospects in their field of interest. Philip (2017) attested that as many perceived that job hopping as a negative behaviour in the workforce, yet it also brought countless beneficial outcomes such as improvement in employee's career path, experience, and career advancement.…”

Investigating on Job Hopping Behavior among Restaurant Employees in Malaysia

“…According to Khatri, Fern, and Budhwar (2001) the definition of job hopping behavior differ from one country to another. Dhanapal, Hwa, Manickam, Vashu, and Alwie (2013) stated that job hopping has been classified into two parts, and the first part is employees change their current job as they are having fun to do so as well as a desire to try new things. Meanwhile, for the second part is the employees had possessed social influences or turnover culture.…”