scholarly journals Pengaruh Coworker Support terhadap Turnover Intention Melalui Organizational Embeddedness pada PT. BCA KCP Kapas Krampung Surabaya

2021 ◽  
Vol 9 (2) ◽  
pp. 738
Author(s):  
Rahmadani Nadya Ngestreini ◽  
Budiono Budiono
Keyword(s):  
Turnover Intention ◽  
Coworker Support ◽  
Organizational Embeddedness

Influence of organizational rewards on organizational commitment and turnover intentions

2016 ◽  
Vol 38 (4) ◽  
pp. 596-619 ◽  
Author(s):  
Sajjad Nazir ◽  
Amina Shafi ◽  
Wang Qun ◽  
Nadia Nazir ◽  
Quang Dung Tran
Keyword(s):  
Decision Making ◽  
Organizational Commitment ◽  
Private Sector ◽  
Turnover Intention ◽  
Normative Commitment ◽  
Public And Private ◽  
Coworker Support ◽  
Content Type ◽  
Organizational Rewards ◽  
Public And Private Sector

Purpose – The purpose of this paper is to explore the relationship between extrinsic, intrinsic and social rewards and two components of organizational commitment and finally Chinese workers turnover intention in public and private sector. Design/methodology/approach – A questionnaire was utilized as the method for data collection. Structural equation modeling was utilized to examine survey data obtained from 202 employees in the southern part of China. Findings – The findings exhibit that extrinsic, social and intrinsic rewards were significantly related to affective and normative commitment. Findings suggest that satisfaction with extrinsic benefits, supervisor support, coworker support, autonomy, training and participation in decision making has substantial impact on employee’s affective and normative commitment. However, affective and normative commitment was negatively related to employee turnover intention. Research limitations/implications – This study covers different public and private-sector organization employees working in China. Therefore other geographical areas could be designated for future research endeavors with a bigger sample size. Practical implications – With the purpose of boosting employee commitment, managers must provide their employees with greater autonomy, appropriate training and participation in decision making in the organization, as well as enhancing supervisor and coworker support. Originality/value – This research investigates how Chinese employees with different categories of organizational rewards react to different kinds of organizational commitment and turnover intention in Chinese organizational context.

The relationship between job satisfaction and turnover intention among nurses in federal territory of Labuan: Coworker support as a moderator

2021 ◽  
Vol 8 (2) ◽  
pp. 105-119
Author(s):  
Al Gaffrie Mil Kusin ◽  
Dewi Tajuddin ◽  
Sylvia Nabila Azwa Ambad
Keyword(s):  
Job Satisfaction ◽  
Turnover Intention ◽  
Retention Rate ◽  
Intention To Leave ◽  
Well Being ◽  
Working Environment ◽  
Turnover Intent ◽  
Coworker Support ◽  
Study Results ◽  
The Relationship

With the ongoing worldwide COVID-19 pandemic, nurses have become among the prominent frontliners working together to prevent its pervasiveness and manage the treatment for the infected. The high-pressuring working environment subsequently affects their satisfaction towards their job and eventually influences their decision to stay. Besides, coworker support has been associated with the enhancement of one’s work-life outcomes. This study is conducted to investigate the moderating role of coworker support in the relationship between job satisfaction and turnover intent among nurses. A sample of 200 nurses working at several health institutions around Labuan FT was involved in this quantitative study. Results from data collected were analysed using Smart-PLS. The findings show that among nurses, coworker support can help to mitigate the relationship between job satisfaction and intention to leave the profession. According to the study results, improved working conditions for nurses and a focus on their psychological well-being might assist in lowering the retention rate to cope with the lack of nursing professionals.

Psychological Diversity Climate, Organizational Embeddedness, and Turnover Intentions: A Conservation of Resources Perspective

2020 ◽  
Vol 61 (4) ◽  
pp. 416-431
Author(s):  
Phillip M. Jolly ◽  
Timothy T. Self
Keyword(s):  
Turnover Intention ◽  
Turnover Intentions ◽  
The United States ◽  
Employee Perceptions ◽  
Conservation Of Resources ◽  
Diversity Climate ◽  
Restaurant Managers ◽  
Organizational Embeddedness ◽  
The Relationship ◽  
Positive Climate

The hospitality workforce is the most diverse in the United States. Given this fact, a growing body of research has sought to investigate the effects of employee perceptions of their organization’s climate regarding diversity, also known as psychological diversity climate. However, little is still known about whether and how diversity climate perceptions might affect hospitality employees’ intentions to leave their organizations. Adopting a Conservation of Resources Theory perspective, we argue that diversity climate represents an important resource that employees wish to preserve by continuing employment with their organizations, thus increasing employee organizational embeddedness and decreasing turnover intention. Organizational embeddedness captures why employees stay and represents a totality of forces that serve to keep an employee with his or her current organization. These forces are driven by employees’ possession or pursuit of resources derived through employment with their current organization. Drawing on samples of frontline restaurant employees (Study 1) and restaurant managers (Study 2), we found evidence that psychological diversity climate is positively associated with organizational embeddedness. However, the relationship between psychological diversity climate and turnover intentions was mediated only by the sacrifice dimension of organizational embeddedness. Our results point to the importance of developing a positive climate for diversity as a means to retain employees and also shed light on how the dimensions of organizational embeddedness can have differential effects on turnover intentions.

scholarly journals Stay or Leave? The Role of Career Adaptability and Organizational Embeddedness for Turnover Intentions

2021 ◽  
pp. 089484532110283
Author(s):  
Sieraadj Orie ◽  
Judith H. Semeijn
Keyword(s):  
The Netherlands ◽  
Turnover Intention ◽  
Turnover Intentions ◽  
Future Research ◽  
Career Adaptability ◽  
Public And Private ◽  
Private Organizations ◽  
Organizational Embeddedness ◽  
The Relationship

The purpose of this article is to investigate the relationship between career adaptability (CA) and organizational embeddedness (OE) and organizational and occupational turnover intention among employees in the Netherlands. Logistic regression analysis was utilized to examine survey data obtained from 173 employees with various occupations, who worked for (semi-)public and private organizations in the Netherlands. The variable measuring CA did not contribute to explaining organizational or occupational turnover intention. The variable measuring OE contributed to explaining organizational and, to a lesser extent, occupational turnover intention. In addition, for moderately to higher embedded workers, the odds of organizational turnover increased when they had higher CA. Our results suggest that the fostering of CA, in general, does not influence the likelihood of workers making transitions. Implications for practice and future research are discussed.

How Communication in Organizations Is Related to Foci of Commitment and Turnover Intentions

2020 ◽  
pp. 1-12
Author(s):  
Sebastian Holzwarth ◽  
George Gunnesch-Luca ◽  
Roman Soucek ◽  
Klaus Moser
Keyword(s):  
Organizational Communication ◽  
Turnover Intention ◽  
Structural Equation ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Equation Modeling ◽  
Cross Sectional ◽  
Confirmatory Factor ◽  
Communication In Organizations ◽  
Cohesion Theory

Abstract. The current study analyzes how two components of perceived organizational communication (vertical and horizontal) are related to employee turnover intentions via three types of affective commitment foci (organization, supervisor, and team). Using second-order confirmatory factor analysis and structural equation modeling techniques with a large cross-sectional dataset ( n = 3,317), our results show that, in line with social cohesion theory, vertical communication (e.g., supportiveness from the organization) is strongly related to affective organizational commitment, whereas horizontal communication (e.g., supportiveness from colleagues) is primarily related to affective team commitment. Additionally, both communication dimensions are related to affective supervisory commitment. Finally, these three foci of affective commitment incrementally explain and differentially mediate the relationship between perceived organizational communication and turnover intention.

Sign in / Sign up

Export Citation Format

Share Document