The turnover intentions of information systems auditors

Muliawan, Agung; Green, Peter; Robb, D. Alastair

doi:10.1016/j.accinf.2009.03.001

Cited by 45 publications

(34 citation statements)

References 47 publications

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“…Thus, the findings support the results of Park andKim (2009), Desselle (2005), Egan et al (2004), and Igbaria and Siegel (1992). But as far as excluding variables (openness and autonomy) are concerned results do not support the findings of Muliawan et al (2009) and Carmeli (2005).…”

Section: Hypothesis Testingsupporting

confidence: 70%

“…Park and Kim (2009) revealed that consensual culture exhibited the strongest, negative association with the turnover intentions of the nurses. Muliawan et al (2009) found that need to satisfy personal and professional growth exerts a particularly strong influence on IS auditors' turnover intentions. Desselle (2005) indicated that intention to remain was associated with higher pay, perceived employer support, number of years with the current employer and lower career turnover intentions, with organisational commitment acting as a powerful mediator for all of the variables.…”

Section: Relationship Between Organisational Culture and Turnover Intmentioning

confidence: 98%

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Effect of organisational culture on high attrition in Indian business process outsourcing sector

Dwivedi

Kaushik

Malodia

2014

IJICBM

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The present study investigated the effect of organisational culture on high attrition of employees in business process outsourcing (BPO) sector in India. The study has been conducted in three strata comprised of 15 BPO units in and around Chandigarh. An attempt has been made to establish a relationship between openness, confrontation, trust, authenticity, proaction, autonomy, collaboration and experimenting (OCTAPACE) dimensions of organisational culture and turnover intentions of employees. Regression analysis was employed to test the research hypotheses. Results revealed that turnover intentions are particularly sensitive to six dimensions of organisational culture viz. proaction, confrontation, experimentation, trust, authenticity and collaboration. But the results failed to support the relationship of openness and autonomy dimensions of organisational culture with turnover intentions. This study contributes to a better understanding of the influence of organisational culture on the turnover intentions among employees in the BPO sector.Reference to this paper should be made as follows: Dwivedi, S., Kaushik, S. and Malodia, L. (2014) 'Effect of organisational culture on high attrition in Indian business process outsourcing sector', Int.

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Section: Hypothesis Testingsupporting

confidence: 70%

Section: Relationship Between Organisational Culture and Turnover Intmentioning

confidence: 98%

Effect of organisational culture on high attrition in Indian business process outsourcing sector

Dwivedi

Kaushik

Malodia

2014

IJICBM

View full text Add to dashboard Cite

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“…He concluded that this practice is probably attributable to the assumption that people perceive the term to be self-explanatory. Bester (2012) further argued that many researchers (Horn, Griffeth & Salaro, 1984;Mobley, 1982;Mowday, Steers, & Porter, 1979;Steers, 1977) viewed turnover intention as the final step in the decision-making process before a person actually leaves a workplace. Turnover intention can therefore be described as an individual's behavioural intention or conation, in Fishbein and Ajzen's (1975) framework of planned behaviour, to leave the employ of the organisation.…”

Section: Literature Reviewmentioning

confidence: 99%

The validation of the turnover intention scale

Bothma

Roodt

2013

SA j. hum. resour. manag.

297

213

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Orientation: Turnover intention as a construct has attracted increased research attention in the recent past, but there are seemingly not many valid and reliable scales around to measure turnover intention.Research purpose: This study focused on the validation of a shortened, six-item version of the turnover intention scale (TIS-6).Motivation for the study: The research question of whether the TIS-6 is a reliable and a valid scale for measuring turnover intention and for predicting actual turnover was addressed in this study. Research design, approach and method:The study was based on a census-based sample (n = 2429) of employees in an information, communication and technology (ICT) sector company (N = 23 134) where the TIS-6 was used as one of the criterion variables. The leavers (those who left the company) in this sample were compared with the stayers (those who remained in the employ of the company) in this sample in respect of different variables used in the study. Main findings:It was established that the TIS-6 could measure turnover intentions reliably (α = 0.80). The TIS-6 could significantly distinguish between leavers and stayers (actual turnover), thereby confirming its criterion-predictive validity. The scale also established statistically significant differences between leavers and stayers in respect of a number of the remaining theoretical variables used in the study, thereby also confirming its differential validity. These comparisons were conducted for both the 4-month and the 4-year period after the survey was conducted.Practical/managerial implications: Turnover intention is related to a number of variables in the study which necessitates a reappraisal and a reconceptualisation of existing turnover intention models. Contribution/value-add:The TIS-6 can be used as a reliable and valid scale to assess turnover intentions and can therefore be used in research to validly and reliably assess turnover intentions or to predict actual turnover.

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“…This finding supports the outcomes from Weng and Hu (2009) and Weng and McElroy (2010), where high correlation was found between career goal progress and employees' turnover intention. In the same vein, the work of Muliawan et al (2009) on auditors, revealed negative relationship between growth in career goal and turnover intention; observation in the study further encouraged management to be consistent in career goal growth, if they are to retain high performers.…”

Section: Discussionmentioning

confidence: 71%

Perception of Frontline Employees Towards Career Growth Opportunities: Implications on Turnover Intention

Ohunakin

Adeniji

Oludayo

et al. 2018

Business: Theory and Practice

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Retaining talented employees has become a major challenge confronting the management in hospitality industry. Researchers from different climes have advocated for adequate retention strategies such as career growth opportunities, for overcoming the alarming rate of employees’ turnover in hotel organisations. However, there is paucity of empirical study on career growth opportunities and employees’ turnover intention. To fill this gap, quantitative data were gathered with 327 copies of questionnaire, administered to the frontline employees working in twenty-two 5-star hotels in Nigeria. Structural equation modelling (SEM) was used to test the hypotheses, with descriptive statistics, path analysis, maximum likelihood estimates and goodness of fit indices. The results revealed that all the parameters for career growth opportunities used in this study, inversely interact with turnover intention among the respondents. The findings indicate that organisations should pay adequate attention to career goal progress, professional ability development, promotion speed and remuneration growth of their talented employees. It implies that, these factors are pivotal for saving the cost of hiring new entrants, reduce the rate of turnover intention/actual turnover, and retain experienced high performers in hotel industry. This research established the effects of career growth opportunities on turnover intention in Nigerian context.

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The turnover intentions of information systems auditors

Cited by 45 publications

References 47 publications

Effect of organisational culture on high attrition in Indian business process outsourcing sector

Effect of organisational culture on high attrition in Indian business process outsourcing sector

The validation of the turnover intention scale

Perception of Frontline Employees Towards Career Growth Opportunities: Implications on Turnover Intention

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