Chinese Employees' Work Values and Turnover Intentions in Multinational Companies: The Mediating Effect of Pay Satisfaction

2010 ◽  
Vol 38 (7) ◽  
pp. 871-894 ◽  
Author(s):  
Christina Yu-Ping Wang ◽  
Mei-Huei Chen ◽  
Bill Hyde ◽  
Lillian Hsieh
Keyword(s):  
Organizational Commitment ◽  
Multinational Corporations ◽  
Turnover Intention ◽  
Work Values ◽  
Turnover Intentions ◽  
Semiconductor Industry ◽  
Multinational Companies ◽  
Mediating Effect ◽  
Pay Satisfaction ◽  
Republic Of China

In this study the aim was to ascertain the effects of work values on pay satisfaction, organizational commitment, and turnover intention in a Chinese context. Pay satisfaction and work values were employed as determinants of organizational commitment and turnover intention. The mediating effect of pay satisfaction on work values and turnover intention was also examined. A total of 260 questionnaires were distributed to employees of selected multinational corporations in the semiconductor industry in Shanghai, in the People's Republic of China. The results indicated that pay satisfaction led to greater organizational commitment and lower turnover intention. Participants also indicated that their work values significantly affect normative commitment and turnover intention through pay satisfaction.

scholarly journals The link between talent management, organizational commitment and turnover intention: A moderated mediation model

2021 ◽  
pp. 2011-2020
Author(s):  
Khairieh Abu Dayeh ◽  
Panteha Farmanesh
Keyword(s):  
Organizational Culture ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Talent Management ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Employee Outcomes ◽  
Moderated Mediation Model

It has been suggested that talent management (TM) has a direct and significant relationship with a number of employee outcomes. This is while the number of studies examining the process of TM leading to these outcomes are limited. Therefore, the main purpose of this study is to present a new model for analyzing processes of TM and its linkage with several employee and organizational outcomes that are organizational commitment and turnover intentions. Additionally, the present paper involves a mediating factor (P-O fit) alongside a moderating variable that is, Organizational Culture. A sample of 510 employees were selected from different banks located in Amman, Jordan. Mediation and moderation models were tested through structural equation modeling (SEM). The findings, being in consensus with previous studies, showed that TM has a linkage with both TI and Organizational Commitment. Mediating effect of P-O fit was shown with both aforementioned variables. In addition, the moderation effect of organizational culture on the relationship between TM and TI was found. The study contributes to the literature of the topic by providing a fit model to explain the linkage of TM and a number of organizational and employee outcomes. Bank managers can benefit by being aware and implying TM practices within their firms to further develop company advancements and attending to their employees based on new HRM trends.

Job insecurity and turnover intention: Organizational commitment as mediator

2017 ◽  
Vol 45 (4) ◽  
pp. 529-536 ◽  
Author(s):  
Sang Hyun Lee ◽  
Dae Yong Jeong
Keyword(s):  
Organizational Commitment ◽  
Social Exchange ◽  
Turnover Intention ◽  
Structural Equation ◽  
Social Exchange Theory ◽  
Job Insecurity ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Future Research ◽  
The Relationship

Drawing from social exchange theory, we investigated the relationship between job insecurity and turnover intention, and the mediating effect of organizational commitment on this relationship. Structural equation modeling was employed to investigate the hypotheses using data from 459 employees in various firms in South Korea. Our findings confirmed that job insecurity was positively related to turnover intention, and that organizational commitment mediated the relationship between job insecurity and turnover intention. Implications of our findings for the job insecurity literature are discussed in the Korean context, and directions for future research are given.

Impact of Age on Pay Satisfaction and Job Satisfaction Leading to Turnover Intention: A Study of Young Working Professionals in India

2011 ◽  
Vol 36 (4) ◽  
pp. 353-363 ◽  
Author(s):  
Rajashik Roy Choudhury ◽  
Varun Gupta
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Negative Relationship ◽  
Moderating Effect ◽  
Pay Satisfaction ◽  
The Relationship ◽  
Effect Of Age ◽  
Insight Into ◽  
Study Offer

In this study, the authors contribute insight into the relationship between pay satisfaction and turnover intention as well as between job satisfaction and turnover intention amongst young Indian professionals by segregating the respondents into two groups based on the median age. Data were collected from 230 working Indian executives, having median age of 25, from various industries such as Information Technology, Public Sector Units, Pharmacy, and Fast Moving Consumer Goods where they expressed their views on turnover intentions, job satisfaction & pay satisfaction in their respective organizations. The results revealed the negative relationship between turnover intention and job satisfaction and also between turnover intention and pay satisfaction. However, when age is introduced as a variable having a moderating effect on the above relationships, it was noticed that pay satisfaction is more significant than job satisfaction when it comes to intention to quit a job for employees who are relatively experienced having an age greater than the median age of 25; whereas, for employees less than the median age, turnover intention is driven more by job satisfaction than pay satisfaction. Findings from this study offer important implications for theory & research in turnover intention driven by factors like pay satisfaction and job satisfaction with the moderating effect of age of employees.

Servant leadership, organizational identification and turnover intention: an empirical study in hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil P. Omanwar ◽  
Rakesh Kumar Agrawal
Keyword(s):  
Servant Leadership ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Service Sector ◽  
Turnover Intentions ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Using Data

Purpose This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals. Design/methodology/approach The study uses a quantitative approach to investigate the relationships between SL, OI and TI, using data collected from a sample of 266 front-facing employees in a private Indian hospital setup. Structural equation modeling is used to analyze the data and test the hypotheses. Findings The findings reveal that servant leadership has a positive relationship with organizational identification and negatively impacts turnover intentions of the front-facing employee. Further, the study also reveals, contrary to expectations, organizational identification has no significant mediating effect between servant leadership and turnover intentions. Research limitations/implications This research is limited to front-facing employees in hospitals and the study may be extended to other industries in the service sector. Future studies may consider other mediating and moderating variables to fully understand the mechanism of impact of servant leadership on turnover intention. Multi-level studies can also be carried out. Practical implications With the ever-increasing expectations for better patient care, robust leadership models have required that address front-facing employee’s well-being, enabling their attention toward patients. This paper provides the impetus for the development and adoption of servant leadership specifically within hospitals and the service sector. Originality/value This study is one of the few studies that empirically examines servant leadership in the health-care domain. The study also contributes to the extant literature on servant leadership by empirically examining the mediation effect of organizational identification between SL and TI. To the authors’ best of knowledge, this study may be the first of its kind, providing evidence of servant leadership’s impact on turnover intention and organizational identification in hospitals using data from the Indian context.

Does organizational justice affect turnover-intention in a developing country? The mediating role of job satisfaction and organizational commitment

2017 ◽  
Vol 36 (9) ◽  
pp. 1137-1148 ◽  
Author(s):  
Taghrid S. Suifan ◽  
Hannah Diab ◽  
Ayman Bahjat Abdallah
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Justice ◽  
Developing Country ◽  
Turnover Intention ◽  
Mediating Effect ◽  
Content Type ◽  
Mediating Role ◽  
The Relationship

Purpose The purpose of this paper is to investigate the effect of organizational justice on turnover-intention via the mediating influences of organizational commitment and job satisfaction. In addition, the study aims at incorporating all four facets of organizational justice (procedural, distributive, interpersonal and informational) in an attempt to test the model in a developing country context. Design/methodology/approach The study targeted employees in the airline industry working for airline companies currently operating in Jordan. A count of 323 questionnaires were directly distributed and completed and returned by employees yielding a response rate of 81 percent. Multiple regression analysis was used to test the hypotheses. Findings The results led to the acceptance of all hypotheses. Most importantly, it was confirmed that both organizational commitment and job satisfaction had a mediating effect on the relationship between organizational justice and turnover-intention. While job satisfaction fully mediated the relationship, organizational commitment only had a partially mediating effect. Originality/value The study took a step beyond the simple linear models typically used in the literature by proposing a more complex one that investigated the mediating role of job satisfaction and organizational commitment. Moreover, the researchers applied this model to a developing country setting in order to bridge the research gap.

scholarly journals The role of organizational structure and deviant status in employees’ reactions to and acceptance of workplace deviance

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chanki Moon ◽  
Catarina Morais ◽  
Georgina Randsley de Moura ◽  
Ayse K. Uskul
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Structure ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Structure Study ◽  
Workplace Deviance ◽  
Content Type ◽  
Deviant Behaviors

Purpose This study aims to examine the role of deviant status (lower vs higher rank) and organizational structure (vertical vs horizontal) on individuals’ responses to workplace deviance. Design/methodology/approach Two studies (N = 472) were designed to examine the role of deviant status and organizational structure in responses to workplace deviance. Study 1 (N = 272) manipulated deviant status and organizational structure. Study 2 (N = 200) also manipulated deviant status but focused on participants’ subjective evaluations of the organizational structure of their workplace. Findings Study 1 found that participants reported lower job satisfaction and organizational commitment, and higher turnover intentions when they imagined being confronted with deviant behaviors displayed by a manager (vs by a subordinate), regardless of the type of organizational structure. Study 2 extended this finding by showing that the indirect effect of organizational structure (vertical vs horizontal) on turnover intention via job satisfaction and organizational commitment was moderated by deviant status: when the deviant’s status was higher, working in a vertical (vs horizontal) organization was associated with decreased job satisfaction and commitment, which, in turn, was associated with a higher level of turnover intentions. Originality/value The findings broaden our understanding of how individuals respond to deviance at the workplace, by simultaneously considering the effects of organizational structure (vertical vs horizontal) and deviant status (upward vs downward directions of deviance).

Influence Of Corporate Social Responsibility As Perceived By Salespeople On Their Ethical Behaviour, Attitudes And Their Turnover Intentions

2013 ◽  
Vol 11 (8) ◽  
pp. 353 ◽  
Author(s):  
Baptiste Bourdeau ◽  
Raoul Graf ◽  
Marie-France Turcotte
Keyword(s):  
Corporate Social Responsibility ◽  
Organizational Commitment ◽  
Social Responsibility ◽  
Ethical Behavior ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Management Tool ◽  
Ethical Behaviour ◽  
Business World ◽  
Corporate Social

The ethical behavior of salespeople has become a tremendous challenge in the business world. While a great majority of big companies communicate about their Corporate Social Responsibility, this study shows for the first time that Corporate Social Responsibility (CSR) has no influence upon the ethical behavior of salespeople. However, it demonstrates that a reputation associated with CSR can be a precious management tool that can be used to act upon salespeoples satisfaction, organizational commitment and turnover intentions. More specifically, CSR policies, as perceived by salespeople, increase their satisfaction level which, in turn, decreases their turnover intention. Likewise, CSR policies, as perceived by salespeople, increase their organizational commitment, which, in turn, contributes to decrease their turnover intention. In addition, this study provides avenues to explore regarding the tools influencing the ethical behavior of salespeople. The answers of 197 salespeople were collected using an innovative recruitment method with high potentialities - social networks.

scholarly journals Assessment of perceived labor market conditions in employees’ turnover intention model – mediation and moderation analyzes

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohd Abass Bhat ◽  
Shagufta Tariq Khan ◽  
Riyaz Ahmad Rainayee
Keyword(s):  
Labor Market ◽  
Organizational Commitment ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Psychological State ◽  
Market Conditions ◽  
Labor Market Conditions ◽  
Content Type ◽  
Organizational Membership

Purpose This paper aims to examine employee perceptions of the labor market in the employee turnover intention model and explores how different situations outside work (labor market conditions) play a role in employee-organizational membership. In addition, it also examines the mediating role of commitment in the relationship between stress and the turnover model. Design/methodology/approach Data were collected from 628 private school teachers working in the economically depressed state of J&K (India), which were randomly selected. Confirmatory factor analysis was used for validation of a scale. Structural equation modeling and PROCESS by Hayes was used to test the hypothesized relationships between the study variables. Findings The antecedents of occupational stressors contribute negatively toward employees’ psychological state resulting in undesirable employee-organizational relationships such as high turnover intentions and low organizational commitment. Nevertheless, lack of external job opportunities compels employees to maintain organizational membership, even though against the stressful working environment. Research limitations/implications This study while acknowledging the inherent limitations, questionnaires are susceptible to and single sectional nature of the study poses limitations. Practical implications The practical implication explains that the employee and organization relationship is governed more by external economic conditions than by the psychological feelings of the employees toward the organization (organizational commitment). As also, the moral system of employees, as well as their feelings toward the noble profession makes them feel morally exalted and this binds them to the membership of the organization. Originality/value This study mainly focuses on, to understand if and how the conditions of the labor market relate to the employees’ attitudes. This would enable us to gain more insights to the systematic relations of employees’ attitudinal variables such as occupational stress, organizational commitment and employee turnover intentions.

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