Job Autonomy and Turnover Intention among Social Workers in China: Roles of Work-to-family Enrichment, Job Satisfaction and Type of Sector

2019 ◽  
Vol 46 (6) ◽  
pp. 862-876 ◽  
Author(s):  
Enjian Wang ◽  
Wei Jiang ◽  
Shan Mao
Keyword(s):  
Job Satisfaction ◽  
Social Workers ◽  
Turnover Intention ◽  
Job Autonomy ◽  
Family Enrichment

Family-supportive organizational environment and turnover intention

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Fatemeh Taheri
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Work Life ◽  
Organizational Environment ◽  
Staff Retention ◽  
Negative Consequences ◽  
Content Type ◽  
Work Family ◽  
Work Family Enrichment ◽  
Family Enrichment

PurposeThe purpose of this paper is to test a model in which family-supportive organizational environment is associated with lower levels of turnover intention through higher levels of work-family enrichment and job satisfaction.Design/methodology/approachBased on a sample of 300 employees, the bootstrap procedure for estimating indirect correlations in multiple mediator models was used to test the research hypotheses.FindingsThe results suggest that employees experiencing high levels of family-supportive organizational environment are likely to report lower intention to leave their profession by virtue of their higher levels of job satisfaction and work-life enrichment.Research limitations/implicationsThe study is limited to public organization and sample size. Further research is needed to make comparison between large/state-owned and small/private organizations.Practical implicationsIn the Iran context, work-family enrichment and job satisfaction are effective in reducing the employees' turnover intention. Organizations should show concerns for the employees' work-life enrichment and job satisfaction to reduce their turnover intention.Social implicationsTurnover is one of the problems of organizations in many countries throughout the world including Iran, which has negative consequences through increasing the cost of organizations. The results of this study suggest ways in which staff retention could be improved.Originality/valueThe present study contributes to supportive organizational environment literature by addressing the relationship between family-supportive organizational environment and employee-related outcomes. Given some commonalities between Iran and other developing countries, the findings might be of potential interest in comparative studies dealing with the employees' turnover issue.

Work–Family Enrichment and Job Satisfaction of Indian Social Workers

2017 ◽  
Vol 2017 (1) ◽  
pp. 16378
Author(s):  
Xi Wen Chan ◽  
Tom Kalliath ◽  
Parveen Kalliath ◽  
Christopher Chan
Keyword(s):  
Job Satisfaction ◽  
Social Workers ◽  
Work Family ◽  
Work Family Enrichment ◽  
Family Enrichment

Job Autonomy Buffers the Impact of Work–Life Conflict on Organizational Outcomes

2014 ◽  
Vol 73 (2) ◽  
pp. 77-86 ◽  
Author(s):  
Rebecca Brauchli ◽  
Georg F. Bauer ◽  
Oliver Hämmig
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Job Demands ◽  
Organizational Outcomes ◽  
Total Sample ◽  
Work Life ◽  
Job Autonomy ◽  
The Impact ◽  
Work Life Conflict

This study first examines domain-specific antecedents of work–life conflict (i.e., job demands and home demands); second, it investigates turnover intention, job satisfaction, and organizational commitment as outcomes of work–life conflict relevant to organizations; and, finally, it studies the role of job autonomy as a buffer between work–life conflict and these organizational outcomes. Data were collected from four large organizations with a total sample of 6,091 employees. High time-related job demands were found to be a major antecedent of work-to-life conflict (WLC), while home demands predicted life-to-work conflict (LWC). Moreover, our analyses showed that WLC, but not LWC, predicts turnover intention, job satisfaction, and organizational commitment. In addition, the results suggest that job autonomy is a buffer associated with WLC and organizational outcomes, since all two-way interactions were significant, but not with LWC, since the respective interactions were not significant.

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