Job Satisfaction and Employee Turnover Intention: What does Organizational Culture Have To Do With It?

Medina, Elizabeth

doi:10.7916/d8dv1s08

Cited by 11 publications

(5 citation statements)

References 16 publications

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“…This study has important implications for industry practitioners, academic researchers and those in management and organizational behavior education. Many studies have previously explored the impact of job characteristics on a variety of organizational outcomes, including employee satisfaction, performance and turnover reduction (Hackman & Oldham, 1975, 1980; Knani & Fournier, 2013; Michaels & Spector, 1982; Johnsrud & Rosser, 2002; Morgeson & Humphrey, 2006; Glisson & Durick, 1988; Bhuian & Mengue, 2002; Medina, 2012). This study, however, sheds light from a different angle on the relationship between procedural justice, job characteristics, meaningful work and employee turnover intentions.…”

Section: Discussionmentioning

confidence: 99%

“…Job dissatisfaction can even lead employees to leave their core professions (Sasso et al, 2019). Existing literature shows a positive and significant effect of job characteristics on job satisfaction (Glisson & Durick, 1988;Bhuian & Mengue, 2002;Morgeson & Humphrey, 2006), which is inversely related to turnover intentions (Medina, 2012). Thus: OMJ…”

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

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The impact of procedural justice on employee turnover intentions and the role of two mediators

O'Callaghan

2024

OMJ

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Purpose While there is ample discussion in management studies and organizational behavior textbooks about the factors that impact organizational outcomes, such as employee retention, this research is focused on exploring the previously unexplored question of how procedural justice, job characteristics and meaningful work influence employees' intentions to leave their organizations. As such, this study aims to investigate the impact of procedural justice on employees' intentions to leave, both independently and in conjunction with job characteristics and meaningful work as mediators. Design/methodology/approach This study uses partial least squares structural equation modeling (PLS-SEM) to develop the research model and for hypothesis testing. The path model is assessed using critical model fit indices and measures of goodness of fit. Findings The results reveal a negative relationship between procedural justice and employees’ intentions to leave. This negative relationship persists and is strengthened when both job characteristics and meaningful work act as mediators. Although job characteristics only exerted a significant effect through indirect effects, meaningful work demonstrated a significant negative impact on the intentions to leave through both direct and indirect effects. Originality/value This study presents a new perspective on employee retention by proposing an original mediation-based path model. Through the testing of eleven hypotheses, the study reveals the intricate relationships between the four constructs examined. The findings provide valuable insights that can serve as a basis for future research in management studies and organizational behavior.

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Section: Discussionmentioning

confidence: 99%

Section: Theoretical Background and Hypothesesmentioning

confidence: 99%

The impact of procedural justice on employee turnover intentions and the role of two mediators

O'Callaghan

2024

OMJ

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“…As a result, satisfaction at work is indirectly affects intention to leave the company by influencing how employees feel about organizational support (Lim et al, 2017). Job satisfaction, having close relationships with coworkers, feeling like you fit in with the organizational culture, and believing that quitting would cause big losses (Medina, 2012). This improved satisfaction at the workplace and decreased desire to exit the company.…”

Section: H1: Appraisal Politics Is Indirectly Linked To Satisfaction ...mentioning

confidence: 99%

Performance Evaluation Realities: How Appraisal Politics Shape Job Satisfaction and Turnover Intentions

Khan,

Ajmal,

Ali

2023

jobams

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This research paper aims to examine the realities of the Employee Performance Evaluation System. It is generally perceived that this Evaluation is sometimes used for political purposes or personal bias rather than on merit and thus it affects Employee’ssatisfaction of job and intention to leave the organization (employee turnover). Therefore, we select the sample of highly qualified professionals working in different organizations and use the regression analysis to discover the exactness. Our result analysis in this study indicates that there is a strong relation linking appraisal of performance and employee job satisfaction and turnover intention, when employees notice that their assessments manipulated for any political purpose or personal bias it reduces their satisfaction of job, and tend to leave the job, hence it increases the organization turnover.

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“…Researchers generally found that turnover or turnover intention decreases as employees experience high job satisfaction, more development & growth opportunities, more promotion opportunities, better pay, high autonomy, clear goals, or low job stress (Griffeth et al, 2000). Individual characteristic factors include demographic variables such as gender (e.g., Hyosu Kim & Kao, 2014;Moynihan & Landuyt, 2008), education level (e.g., Hyosu Kim & Kao, 2014;Medina, 2012), tenure (e.g., Hansung Kim & Stoner, 2008;Trimble, 2006), race (e.g., Jones & Harter, 2005;Medina, 2012), age (e.g., Emiroğlu, Akova, & Tanrıverdi, 2015;Pitts, Marvel, & Fernandez, 2011), and marital status (e.g., Lu, Lin, Wu, Hsieh, & Chang, 2002;Tsai & Wu, 2010). Researchers generally found that turnover or turnover intention decreases as employees are female, less educated, long-tenured, White, older, or married (Griffeth et al, 2000).…”

Section: Determinants Of Voluntary Turnovermentioning

confidence: 99%

Exploring Effective Ways to Reduce Turnover Intention Among Female Employees: The Case of U.S. Federal Employees

Hur¹

2022

J. Public Nonprof Aff.

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This study explores what aspects of workplace characteristics have more effects on turnover intention among female employees. Unlike extant turnover studies that focused on the effects of a few selected contextual factors, this study takes a comprehensive review of workplace contextual factors and analyzes the effect of each contextual factor on female employees’ turnover intention. According to the findings, female employees’ turnover intention was differently affected by most workplace contextual factors, compared to male employees’ turnover intention. OLS regression analyses showed that female employees’ turnover intention was most affected by the ‘opportunities for growth and development’ factor and least affected by the ‘feeling valued and trusted’ factor and the ‘coworker support and the spirit of camaraderie’ factor. The results can help to develop proper human resource management policies and practices for female employees and avoid unwanted voluntary turnover.

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Job Satisfaction and Employee Turnover Intention: What does Organizational Culture Have To Do With It?

Cited by 11 publications

References 16 publications

The impact of procedural justice on employee turnover intentions and the role of two mediators

The impact of procedural justice on employee turnover intentions and the role of two mediators

Performance Evaluation Realities: How Appraisal Politics Shape Job Satisfaction and Turnover Intentions

Exploring Effective Ways to Reduce Turnover Intention Among Female Employees: The Case of U.S. Federal Employees

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