The impact of personal resources on turnover intention

2017 ◽  
Vol 41 (8) ◽  
pp. 705-721 ◽  
Author(s):  
Woocheol Kim ◽  
Young Sup Hyun
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Work Engagement ◽  
Turnover Intention ◽  
Self Efficacy ◽  
Negative Impact ◽  
Self Esteem ◽  
Personal Resources ◽  
Content Type ◽  
Practical Implications

Purpose This paper aims to investigate mediating effects of employees’ work engagement in the relationships between their personal resources (i.e. self-efficacy, organizational-based self-esteem and optimism) and turnover intention within Korean organizations. Design/methodology/approach A total of 571 survey responses collected from Korean organizations were utilized and analyzed to test the proposed research hypotheses by using structural equation modeling. Findings The results showed that all of personal resources had a positive impact on work engagement and work engagement had a negative impact on turnover intention. The results also revealed that although both organizational-based self-esteem and optimism had a negative impact on turnover intention, self-efficacy had an impact on turnover intention with the opposite way. In addition, work engagement mediated the relationships among self-efficacy, organizational-based self-esteem, optimism and turnover intention. Practical implications The findings of the study could suggest practical implications when human resource development (HRD) professionals consider appropriate human resource interventions (e.g. training intervention) as to how to create and maintain a working environment where employees are facilitated and learned to have high levels of personal resources (i.e. self-efficacy, organizational-based self-esteem and optimism), which leads to enhancing employees’ work engagement and positive outcomes (e.g. lower turnover intention). Originality/value Given that little research effort has been made to investigate the relationships among personal resources (i.e. self-efficacy, organizational-based self-esteem and optimism), work engagement and turnover intention, this research contributes to the HRD literature by adding empirical evidence of the relationships in the context of Korean organizations.

scholarly journals Personal resources and turnover intention among private sector employees: Does work engagement still matter?

2020 ◽  
Vol 17 (1) ◽  
pp. 1
Author(s):  
Ratna Tri Hardaningtyas
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Self Efficacy ◽  
Structural Equation ◽  
Positive Relationship ◽  
Self Esteem ◽  
Bright Spot ◽  
Equation Modeling ◽  
Business Success ◽  
Personal Resources

Work engagement has emerged as a core element of talent management to acquire and retain high-performing employees in the labor market and a potential bright spot for business success. Due to the aforementioned positive influences and benefits of improving employees' work engagement, many organizations put more effort towards enhancing and maintaining levels of work engagement as their top priority for an effective human resource system. This study aimed to investigate the mediating effects of employees' work engagement in the relationships between their personal resources (self-efficacy, organizationalbased self-esteem, and optimism) and turnover intention. A total of 119 survey responses collected by convenience sampling and analyzed by using structural equation modeling (SEM). This study concluded that there is a positive relationship between self-efficacy, organizationalbased self-esteem, optimism, and work engagement. The mediation role of work engagement in the relationship between self-efficacy, organizational-based self-esteem, optimism, and turnover intention proves significantly in this study. Interestingly, this study found that there is a positive relationship of self-efficacy on turnover intention which means that the higher level of self-efficacy does not indicate the lower turnover intention. Employees with a high level of self-efficacy believe that they are giving too much to their organization Therefore, they eventually negotiated more for higher salaries while at the same time seeing more alternative jobs/organizations offers in case they are not appreciated enough for what they do for organizations.

scholarly journals Perceived contract violation and job satisfaction

2019 ◽  
Vol 28 (2) ◽  
pp. 383-398 ◽  
Author(s):  
Dirk De Clercq ◽  
Inam Ul Haq ◽  
Muhammad Umer Azeem
Keyword(s):  
Job Satisfaction ◽  
Emotion Regulation ◽  
Psychological Contract ◽  
Self Efficacy ◽  
Negative Relationship ◽  
Personal Resources ◽  
Content Type ◽  
Work Related ◽  
Practical Implications ◽  
Contract Violation

Purpose This paper aims to investigate how employees’ perceptions of psychological contract violation or sense of organizational betrayal, might diminish their job satisfaction, as well as how their access to two critical personal resources – emotion regulation skills and work-related self-efficacy – might buffer this negative relationship. Design/methodology/approach Two-wave survey data came from employees of Pakistani-based organizations. Findings Perceived contract violation reduces job satisfaction, but the effect is weaker at higher levels of emotion regulation skills and work-related self-efficacy. Practical implications For organizations, these results show that the frustrations that come with a sense of organizational betrayal can be contained more easily to the extent that their employees can draw from relevant personal resources. Originality/value This investigation provides a more complete understanding of when perceived contract violation will deplete employees’ emotional resources, in the form of feelings of happiness about their job situation. A sense of organizational betrayal is less likely to escalate into reduced job satisfaction when employees can control their negative emotions and feel confident about their work-related competencies.

Test of the job demand resources model in Thailand

2019 ◽  
Vol 22 (1) ◽  
pp. 2-21
Author(s):  
Manjiri Kunte ◽  
Parisa Rungruang
Keyword(s):  
Role Conflict ◽  
Work Engagement ◽  
Self Efficacy ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Personal Resources ◽  
Cross Sectional ◽  
Content Type

PurposeThe purpose of this paper is to test the hypothesized relationships between job demands, job resources and personal resources toward work engagement, by utilizing a cross section of Thai employees.Design/methodology/approachIn this study, a group of employees (n=416) responded to a set of self-report surveys on job demands, job resources, personal resources and work engagement.FindingsThe results of the hierarchical regression analysis supported the relationships between job demands (i.e. workload and role conflict), job resources, personal resources (self-efficacy) and work engagement. In addition, the results supported the role of (positive) self-esteem as moderator in the role ambiguity and work engagement relationship, and the role of self-efficacy in buffering the effect of role conflict and workload on work engagement. The final model explained 43 percent of the variance in the dependent variable.Research limitations/implicationsThis study will help managers in understanding employee expectations and providing appropriate feedback. Devising effective jobs, which lead to perceptions of meaningfulness, safety and availability leading to improved engagement.Originality/valueThis is the first study employing the job demands resources model in a cross-sectional study in Thailand.

The link between training satisfaction, work engagement and turnover intention

2016 ◽  
Vol 40 (6) ◽  
pp. 407-429 ◽  
Author(s):  
Mumtaz Ali Memon ◽  
Rohani Salleh ◽  
Mohamed Noor Rosli Baharom
Keyword(s):  
Human Resource Development ◽  
Work Engagement ◽  
Turnover Intention ◽  
Structural Equation ◽  
Oil And Gas ◽  
Voluntary Turnover ◽  
Content Type ◽  
Theoretical Contribution ◽  
Mediating Role ◽  
Training Satisfaction

Purpose The purpose of this paper is to examine the casual relationship between training satisfaction, work engagement (WE) and turnover intention and the mediating role of WE between training satisfaction and turnover intention. Design/methodology/approach Data were collected from 409 oil and gas professionals using an email survey questionnaire. Structural equation modelling, using Analysis of Moment Structures (IBM AMOS) 22.0, was performed to test the hypothesized model. Findings The results suggest that training satisfaction is significantly positively related to employees’ level of WE and is negatively related to turnover intention. The results also reveal that WE mediates the relationship between training satisfaction and turnover intention. Practical implications Training has long been thought to play an important role in achieving positive attitudinal and behaviours outcomes among employees. This study reconfirms these ideas and highlights the importance of training satisfaction as being key to achieving greater WE and reducing voluntary turnover. Therefore, the finding of this study have a number of implications for research and human resource development practitioners. Originality/value This study makes a significant theoretical contribution to the literature as this is the first study to demonstrate the significance of training satisfaction and the mediating effects of WE in reducing the turnover intention of employees.

Human resource development in Brazil

2016 ◽  
Vol 24 (2) ◽  
pp. 42-44
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Design Methodology ◽  
Resource Development ◽  
Developing Nations ◽  
Point Of View ◽  
Content Type ◽  
Pertinent Information ◽  
Developed Nations ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Globalization has inspired and created numerous questions, including many within the realms of human resource development (HRD). However, the focus of these questions tends to be from the point of view of developed nations and the effect on either their own HRD issues, and rarely consider what the effects are on developing nations and their HRD activities and policies. Yet, these questions should not be pushed to the back of the queue, as the extent to which HRD can progress effectively is dependent on both sides of the equation. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

A model of perceptions of politics: antecedents and outcomes

2020 ◽  
Vol 39 (9/10) ◽  
pp. 1013-1028
Author(s):  
Sakina Abbad Al Jisr ◽  
Abdul Rahman Beydoun ◽  
Nehale Mostapha
Keyword(s):  
Turnover Intention ◽  
Negative Impact ◽  
Behavioral Outcomes ◽  
Organizational Politics ◽  
Employee Perceptions ◽  
Leader Member Exchange ◽  
Content Type ◽  
Perceptions Of Organizational Politics ◽  
Member Exchange ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the influence of one personal variable (locus of control) and two relationship variables (leader-member exchange and co-worker cooperation) on perceptions of organizational politics in Lebanese small and medium-sized enterprises (SMEs).Design/methodology/approachSurvey data was collected from 300 Lebanese employees from different SMEs located between Tripoli and Beirut.FindingsResults of regression analysis indicated that all the three variables were significant predictors of perceptions of politics, and that perceptions of politics affected employee outcomes. More specifically, higher levels of politics are associated with higher turnover intention and lower job satisfaction.Practical implicationsResults of this study raise several implications for companies and employers. Perceptions of politics were found to have a negative impact on employee attitudinal and behavioral outcomes. Therefore, employers must examine the factors that affect employee perceptions of politics in the workplace. Since leader-member exchange and co-worker cooperation were found to predict politics, management's efforts should focalize on improving the relationships between employees and their supervisor as well as their relationships with each other. Management should develop strategies to create an atmosphere of cooperation and support in the organization.Originality/valueThere is paucity of studies on organizational politics in Arabic cultures. This study extends the organizational politics literature by investigating antecedents and outcomes of politics in Lebanon, a country that differs in its culture from US and European contexts.

Benchmarking human resource development: an emerging area of practice

2006 ◽  
Vol 27 (6/7) ◽  
pp. 401-410 ◽  
Author(s):  
Ian Smith
Keyword(s):  
Human Resource Development ◽  
Human Resource ◽  
Professional Practice ◽  
Design Methodology ◽  
Resource Development ◽  
Information Services ◽  
Content Type ◽  
Significant Potential ◽  
Practical Information ◽  
Practical Implications

PurposeThe purpose of this paper is to examine the potential for the application of benchmarking to human resource development (HRD) practice in the LIS sector.Design/methodology/approachThis paper outlines the principles of benchmarking, examines dimensions which may be useful in benchmarking HRD and focuses in particular on the potential for the application of benchmarking principles to HRD activity in the library and information services (LIS) sector. Several examples of emergent HRD benchmarking practice in the LIS sector are used to illustrate the application of benchmarking principles and methodologies.FindingsThe paper finds that HRD benchmarking has significant potential to become a powerful tool in ensuring good and improving HRD practice in the LIS sector.Practical implicationsThe paper offers practical information and advice to those considering the application of benchmarking principles and practices to HRD.Originality/valueThe paper examines an emergent area of professional practice in the LIS sector. As such it has particular relevance and applicability to those responsible for planning and managing in that sector.

Organization-based self-esteem and work-life outcomes

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Judith R. Gordon ◽  
Elizabeth Hood
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Self Esteem ◽  
Work Life ◽  
Personal Resources ◽  
Content Type ◽  
Work Conflict ◽  
The Relationship ◽  
Life Work ◽  
Work Life Conflict

PurposeThis study examines the relationship of organization-based self-esteem (OBSE) to work-life conflict and enrichment. It considers whether work engagement mediates this relationship and whether organizational support moderates the relationship.Design/methodology/approachData were collected from surveys completed by 271 academic life scientists and an MTurk sample of 197 full-time employees.FindingsOverall, OBSE is significantly associated with work-life conflict and work-life enrichment, although the relationships between OBSE and life-work conflict and life-work enrichment were not significant for the academic scientist sample. Work engagement mediated the relationship between OBSE and work-life conflict and enrichment to varying extents. Organizational support moderated the relationship between OBSE and life-work conflict.Research limitations/implicationsThe research extends the literature on work-life and life-work conflict and enrichment through demonstrating how personal resources at work, specifically OBSE and work engagement, impact the work-life interactions. It also extends the JD-R theory to show how personal resources may operate sequentially and whether organizational resources may interact with personal resources. Limitations include the lack of longitudinal data and the specific characteristics of the sample.Practical implicationsThe results suggest that organizations should institute human resources practices that increase an individual’s OBSE because it is negatively associated with work-life conflict and positively associated with work-life enrichment.Originality/valueOur research expands the limited study of how personal resources affect work-life conflict and enrichment. In particular, we look at previously unstudied but still important relationships of OBSE with work-life conflict and enrichment and whether work engagement mediates and organizational support moderates this relationship.

Mediating the role of work engagement between personal resources (self-efficacy, the big five model) and nurses’ job performance

2018 ◽  
Vol 11 (3) ◽  
pp. 176-191 ◽  
Author(s):  
Muhammad Awais Bhatti ◽  
Mohammed Alshagawi ◽  
Ariff Syah Juhari
Keyword(s):  
Job Performance ◽  
Big Five ◽  
Work Engagement ◽  
Self Efficacy ◽  
Factor Model ◽  
Personal Resources ◽  
Performance Task ◽  
Content Type ◽  
Big Five Model

Purpose The purpose of this paper is to examine the mediating role of work engagement (vigor and dedication) between personal resources (self-efficacy and Big Five model) and job performance (task and contextual) rated by supervisor. Design/methodology/approach A sample of 364 nurses and their supervisors was used. Structural equation modeling with Amos-17 was used to obtain model fit with path significance of work engagement as mediator between personal resources and job performance. Findings The results found support for the proposed conceptual claim and confirm that work engagement with the two-factor model (vigor and dedication) mediates the relationship between personal resources (self-efficacy and Big five model) and with multidimensional construct of job performance (task and contextual performance) rated by the supervisor. Originality/value Past researches have never tested the two-factor model of work engagement (vigor and dedication) as mediating variable between personal resources (self-efficacy and big five model) and job performance rated by the supervisor.

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