scholarly journals The Impact of Organizational Politics on Employee Turnover Intentions in Hotels and Travel Agencies in Egypt

2021 ◽  
Vol 20 (2) ◽  
pp. 178-197
Author(s):  
Mohamed Agina ◽  
Helen Abdelhakim
Keyword(s):  
Employee Turnover ◽  
Turnover Intentions ◽  
Organizational Politics ◽  
Travel Agencies ◽  
Employee Turnover Intentions ◽  
The Impact

The impact of interpersonal support, supervisory support, and employee engagement on employee turnover intentions

2019 ◽  
Vol Publish Ahead of Print ◽  
Author(s):  
Kwabena G. Boakye ◽  
Bettye A. Apenteng ◽  
Mark D. Hanna ◽  
Linda Kimsey ◽  
William A. Mase ◽  
...  
Keyword(s):  
Employee Engagement ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Supervisory Support ◽  
Interpersonal Support ◽  
Employee Turnover Intentions ◽  
The Impact

scholarly journals The Impact of Corporate Social Responsibility and Internal Marketing on Employee Turnover Intentions with the Mediating Role of Organizational Commitment

2020 ◽  
Vol 4 ◽  
pp. 121-134
Author(s):  
Hasan Boudlaie ◽  
Behrouz Keshavarz Nik ◽  
Mohammadhosein Kenarroodi
Keyword(s):  
Organizational Commitment ◽  
Social Responsibility ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Negative Impact ◽  
Internal Marketing ◽  
Mediating Role ◽  
Employee Turnover Intentions ◽  
Corporate Social ◽  
The Impact

Abstract. Employee turnover is one of the most important phenomena in the study of individuals' organizational behavior. For this reason, organizations able to identify effective factors in employee turnover are more likely to employ more effective policies and methods to maintain their human resources before they leave the organization. This study aims to investigate the impact of corporate social responsibility and internal marketing on employee turnover intentions, considering the mediating role of organizational commitment. The present research is practical in purpose, descriptive in data collection methodology and a survey research in type. The research population consisted of all employees in all Tehran branches of the Melli Bank of Iran, amounting to 9405 people. The Cochran formula was used to determine the sample size, which yielded a sample size of 369 people. This research employs the clustering method for sampling and a standard survey for data collection. The statistical method utilized in this study is the structural equation method and all statistical analysis was performed using SPSS19 and AMOS23 softwares. Testing the research hypotheses revealed that social responsibility and internal marketing have a positive and significant effect on organizational commitment and organizational commitment has a significant negative impact on employee turnover intentions. Also, organizational commitment completely mediates the negative impact of social responsibility and internal marketing on the employee turnover intentions.

scholarly journals THE INFLUENCE OF ORGANIZATIONAL CLIMATE AND ORGANIZATIONAL COMMITMENT TO TURNOVER INTENSION OF EMPLOYEES OF PT SALAH SATU BRANCH OF BANK BUMN

2020 ◽  
Vol 4 (01) ◽  
Author(s):  
Nur Haris Ependi ◽  
D Purnomo ◽  
Siswandi Siswandi
Keyword(s):  
Organizational Commitment ◽  
Organizational Climate ◽  
Employee Turnover ◽  
Random Sampling ◽  
Turnover Intentions ◽  
Descriptive Analysis ◽  
Linear Regression Analysis ◽  
Sampling Technique ◽  
Employee Turnover Intentions ◽  
The Impact

The purpose of this study is to measure the impact of organizational commitment organizational climate on employee turnover intentions of one state-owned bank in Jakarta. The method used in this study is to use a quantitative descriptive analysis involving employees at one of the state-owned banks using random sampling technique with proportional random sampling as many as 78 respondents. The data collection technique used is the questionnaire method which is supported by the documentation method with multiple linear regression analysis techniques. The results of the study can be indicated (1) There is a significant positive effect between organizational climate on employee turnover intentions where the negative value is -0,177 and the results of the t test are -1,737 which means t arithmetic is less than t table (-1.737

Impact Of People Management Practices On Turnover Intentions Of Employees –An Empirical Study In Select Service Sector Organizations

2019 ◽  
Vol 118 (9) ◽  
pp. 148-153
Author(s):  
Dr. G. Hima Bindu ◽  
Dr. V. Srikanth
Keyword(s):  
Resource Management ◽  
Human Resource Management ◽  
Human Resource ◽  
Employee Turnover ◽  
Service Sector ◽  
Management Practices ◽  
Turnover Intentions ◽  
Human Resource Management Practices ◽  
Employee Turnover Intentions ◽  
The Impact

There has been a long standing interest in the study of human resource management practices among the researchers. This interest is partly because of the hypothesized relationship that exists between these practices and organizational outcomes such as employee satisfaction on one hand and employee turnover on the other. Research on contribution of people management practices to employee turnover intentions had been of great interest to the researchers and academicians alike because employee turnover is proved to be a costly expense and can negatively impact the bottom line of the organizations. This paper explores to identify the impact of human resource management practices on employee turnover intentions. The study was carried out in select service sector organization based at Hyderabad. The paper empirically examines the impact of human resource management practices on employee turnover intentions. The information gathered from 205 specialists and isolated for unfazed quality (Chronbach, 1952) and they saw to be genuinely obvious. The information is then introduced to descend into sin appraisal to consider the effect of individuals the overseers rehearses on the turnover wants for the specialists. The results establish that the people management practices negatively impact employee turnover intentions.

Effects of Manager's Attitudes on Employee Turnover Intentions

2011 ◽  
Author(s):  
Brian Flynn ◽  
Alan G. Walker ◽  
Stanley G. Harris
Keyword(s):  
Employee Turnover ◽  
Turnover Intentions ◽  
Employee Turnover Intentions

The Relationship Among Job Satisfaction, Oreganizational Commitiment and Employees’ Turnover at Unilever Corporation in Nigeria

2017 ◽  
Vol 5 (1) ◽  
pp. 370
Author(s):  
Chiemeke Kingsley Chiedu ◽  
Choi Sang Long ◽  
Hapriza BT Ashar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Performance ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Pearson Correlation ◽  
Negative Relationship ◽  
Survey Method ◽  
Employee Turnover Intentions ◽  
The Relationship

Employee turnover has become a key performance indicator for many organizations as they struggle to retain talented employees. The negative impact of turnover on organizational performance has continually forced organizational leaders to seek better ways of retaining valuable employees. The relationship between man and work has always attracted the attention of philosophers. A major part of men’s life is spent at work. Work is social reality and social expectation to which men seem to conform. It not only provides status to the individual but also binds him to the society. An employee who is satisfied with his job would perform his duties well and be committed to his job, and subsequently to his organization. This paper examines relationship among job satisfaction, organizational commitment and employees’ turnover intentions at Unilever Corporation in Nigeria. The data for this study was collected from 117 employees currently working at Unilever Nigeria PLC using the survey method via the questionnaire. Pearson Correlation and the multiple regression analysis techniques using the SPSS version 22.0 was used for the data analysis. The findings of the study revealed that both job satisfaction and organizational commitment have significant negative relationship with employee turnover intentions. In addition, organizational commitment was revealed to have a more dorminant influence on employee turnover intentions than job satisfaction. Based on these findings, the implications, recommendations, practice, and theory were discussed.

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