scholarly journals Оrganizational Change as “Push Factor” of Employees’ Turnover Intention: Statistical Analysis of the Employees in the Republic of North Macedonia

2021 ◽  
Vol 2 (2) ◽  
pp. 41-54
Author(s):  
Andrijana Ristovska ◽  
◽  
Ljupco Eftimov ◽  
Keyword(s):  
Organizational Change ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Technological Development ◽  
Organizational Changes ◽  
Independent Variables ◽  
Employee Turnover Intention ◽  
Different Types ◽  
The Republic ◽  
The Impact

The process of globalization and intensive technological development imposes the need to constantly introduce different types of organizational changes. Human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. This paper analyzes the impact of four different types of organizational change on employee turnover intention, according to the Cummings and Worley (2014) organizational change classification. The statistical method of simple linear regression was applied to predict and evaluate the turnover intention of the employees in the Republic of North Macedonia (as a dependent variable “Y”) based on the value of each of the types of organizational changes (as independent variables “X”). A multiple regression method was also applied in order to analyze the associations between the independent variables and the dependent variable and identify the type of organizational changes that most significantly affects the employee turnover intention. The analysis was conducted based on the findings obtained from the respondents who completely answered the survey questionnaire (282 employees in the Republic of North Macedonia, different according to their demographic characteristics). The correlation analysis shows there are positive correlation as well as causal relationship between all four types of organizational changes and the employee turnover intention, where techno-structural interventions have the most significant impact.

scholarly journals ORGANIZATIONAL CHANGE AND EMPLOYEE STRESS: EMPIRICAL ANALYSIS OF EMPLOYEES IN THE REPUBLIC OF NORTH MACEDONIA

2021 ◽  
Author(s):  
Andrijana Ristovska ◽  
◽  
Ljupco Eftimov ◽  
Keyword(s):  
Organizational Change ◽  
Human Resource ◽  
Turnover Intention ◽  
Structural Changes ◽  
Implementation Process ◽  
Significant Difference ◽  
Different Types ◽  
Employee Stress ◽  
The Republic ◽  
The Impact

This paper addresses the issue of the importance and necessity of introducing constant organizational changes and their impact on employee stress as one of the primary pull factors of the employee turnover intention. In this regard, human resource managers in organizations are becoming increasingly aware that hiring and retaining talents are the most important determinants of success in the complex global world and that they must work more intensively on modernizing the process of change management to help employees, not only for acceptance, but also for their involvement in the change implementation process. The number of respondents from the processed data so far is 439 employees (differing according to their demographic characteristics). The purpose of this paper is to determine whether there is a statistically significant difference between the four different types of organizational change according to the Cummings and Worley (2014) organizational change classification (Human process changes; Techno-structural changes; Human resource management changes and Strategic changes), regarding their impact on the employee emotional state, as well as which type of organizational change has the most significant impact on employee stress in the Republic of North Macedonia. The survey findings contributed to the conclusion that Macedonian employees in terms of their feelings of fear, anxiety, nervousness, etc., equally perceive the impact of the different types of organizational change. More specifically, there are no statistically significant differences between the impacts of the different types of organizational change over the stress they face because of these changes.

An Overlooked Cost of Contracting Out: Evidence From Employee Turnover Intention in U.S. Federal Agencies

2020 ◽  
pp. 009102602094455
Author(s):  
Gyeo Reh Lee ◽  
Sergio Fernandez ◽  
Shinwoo Lee
Keyword(s):  
Turnover Intention ◽  
Employee Turnover ◽  
The United States ◽  
Federal Agencies ◽  
Public Employees ◽  
Contracting Out ◽  
Work Related ◽  
Data Analyses ◽  
Employee Turnover Intention ◽  
The Impact

Contracting out has long been used in all levels of government in the United States, with federal contract spending increasing 8% to 9% annually since 2015. The literature on contracting out has examined the impact of this practice on the work-related attitudes and motivation of public employees who have transitioned to work for private contractors. However, we understand very little about the effects of contracting out on the overwhelming number of public employees who are not displaced. Given the importance of work-related attitudes and turnover for organizations, this study explores the potential consequences of contracting out for employee turnover intention over a period of several years. The results of panel data analyses suggest that an increase in contracting activity in federal agencies increases the employee turnover intention rate. Contracting out also impacts employee turnover intention indirectly through its influence on job satisfaction.

Exploring the impact of training, job tenure, and education-job and skills-job matches on employee turnover intention

2019 ◽  
Vol 43 (3/4) ◽  
pp. 214-231 ◽  
Author(s):  
Boreum Ju ◽  
Jessica Li
Keyword(s):  
Turnover Intention ◽  
Employee Turnover ◽  
Human Capital Theory ◽  
Hierarchical Regression ◽  
Job Tenure ◽  
Capital Theory ◽  
Content Type ◽  
Job Match ◽  
Employee Turnover Intention ◽  
The Impact

Purpose The purpose of this study is to explore how training, job tenure and education-job and skills-job matches impact employees’ turnover intention by using a representative national sample from the Korean Labor and Income Panel Study in which 1,531 individuals were followed from 2003 to 2014. Design/methodology/approach A hierarchical-regression analysis was conducted to examine the relationships among training, job tenure, education-job match, skills-job match and turnover intention. This analysis focused on 12 year-to-year time points from 2003 to 2014 (one for each year), and the data were measured for each individual. Findings The results from the hierarchical-regression analysis supported the hypotheses that on-the-job training, off-the-job training, distance training, job tenure and education-job and skills-job matches are significantly associated with turnover intention. Originality/value The findings of this study, based on human capital theory and firm-specific human capital theory, contribute to an understanding of how training and the education-job and skills-job matches may impact turnover intention in a non-Western context. It also provides a longitudinal perspective of the impact of training on employee turnover intention to inform human resource development professionals when planning employee training.

scholarly journals DETERMINANTS OF TEACHERS’ TURNOVER INTENTION IN BAHRIA SCHOOLS AND COLLEGES AT KARACHI

2016 ◽  
Vol 12 (1) ◽  
Author(s):  
Rafique Ahmed Khan ◽  
Keyword(s):  
Turnover Intention ◽  
Employee Turnover ◽  
Employee Satisfaction ◽  
Recognition System ◽  
Work Life ◽  
Work Life Balance ◽  
Life Balance ◽  
Managerial Support ◽  
Employee Turnover Intention ◽  
The Impact

Purpose: This paper basically aims at exploring and investigating the impact of factors including career growth opportunities, workplace environment, managerial support, rewards & recognition system , and work-life balance on ‘turnover intention’ of teachers, in Bahria Schools and Colleges at Karachi. For the sake of ascertaining influence of these factors on employee turnover intention, six Bahria Schools and Colleges at Karachi were chosen. Methodology: By adopting a quantitative approach, views of 120 respondents (both male & female) were obtained with the help of a well structured questionnaire. The data were treated by applying correlation and regression analysis tools with the help of SPSS software, version 22. Findings: The results indicated that all five factors were negatively related with teachers’ turnover intention. However, impact of work-life balance was not insignificant. Similarly, results of the female employees varied from those of the male respondents. Male employees were comparatively less concerned about the issues related to work-life balance as compared to their female counterparts. Since all independent variables, if suitably practiced, also lead to employee satisfaction, the study clearly reflected the inverse relationship between employee satisfaction and turnover intention. Implications: This study can help the management of Bahria Schools and Colleges to understand the factors responsible for employee turnover intention. By paying due attention towards the identified factors, the Bahria Schools and Colleges can significantly enhance the motivation level of teachers, thereby reducing their turnover intention. The study is considered equally useful for other Schools and Colleges. In the end, future researchers have been advised to further explore the likely contribution of other factors towards employee satisfaction and reduced turnover intention.

Transformational leadership and employee turnover intention

2016 ◽  
Vol 12 (3) ◽  
pp. 243-266 ◽  
Author(s):  
Michael Asiedu Gyensare ◽  
Olivia Anku-Tsede ◽  
Mohammed-Aminu Sanda ◽  
Christopher Adjei Okpoti
Keyword(s):  
Transformational Leadership ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Structural Equation ◽  
Affective Commitment ◽  
Turnover Intentions ◽  
Bootstrap Analysis ◽  
Content Type ◽  
Employee Turnover Intention ◽  
The Impact

Purpose – The purpose of this paper is to investigate the impact of transformational leadership on employee turnover intention through the mediating role of affective commitment. Design/methodology/approach – The study examines conceptual relationships in the Ghanaian context, based on structural equation modelling with maximum likelihood estimation, using sample employees from the private sector organizations. In addition, the mediation analysis is conducted with Sobel’s test and 95 per cent CI bootstrap analysis. Findings – The study shows that affective commitment would decline workers’ quitting intention and serves to promote a degree of trust and willingness to follow their leaders’ philosophy, ideology, vision and guidance in the organization. Hence, affective commitment fully mediates the relationship between transformational leadership and employee turnover intention. Practical implications – To help lessen employees quitting intentions, both middle and top-level managers should endeavour to create an atmosphere of trust, admiration, loyalty and respect for their employees. Originality/value – Overall it is shown that affective commitment was the mechanism through which transformational leadership influences employees’ turnover intentions in the SLCs in Ghana.

scholarly journals The Impact of Transformational Leadership on Job Satisfaction and Employee Turnover Intentions: A Conceptual Review

2021 ◽  
Vol 124 ◽  
pp. 08005
Author(s):  
Evelyn Gan ◽  
Mung Ling Voon
Keyword(s):  
Job Satisfaction ◽  
Transformational Leadership ◽  
Leadership Style ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Turnover Intentions ◽  
Working Environment ◽  
Future Research ◽  
Employee Turnover Intention ◽  
The Impact

All employees deserve a decent working environment in order to be productive in their work. High employee turnover has adverse effects on economic growth as companies incur additional costs and experience drop in productivity. Hence, identifying the factors that reduce employee turnover intention is in line with Sustainable Development Goals. This review paper aims to improve our understanding of the relationship between transformational leadership style and job satisfaction, and examines their impact on reducing employee turnover intention. The literature review has proved that transformational leadership and job satisfaction greatly influence an employee’s decision to leave or stay with his or her organisation. Based on the literature, this paper also provides recommendations for future research areas that would provide valuable information in helping organisations reduce employee turnover intention, and ultimately employee turnover.

scholarly journals PENGARUH TIME DEMANDS OF WORK TERHADAP KEPUASAN KERJA, STRESS KERJA, DAN TURNOVER INTENTION KARYAWAN (Studi Pada Karyawan PT. Bank Tabungan Negara (Persero) Tbk. Cabang Harapan Indah, Bekasi)

2016 ◽  
Vol 13 (2) ◽  
pp. 110
Author(s):  
Anisah Uswatun Hasanah
Keyword(s):  
Job Satisfaction ◽  
Job Stress ◽  
Turnover Intention ◽  
Employee Turnover ◽  
Positive Influence ◽  
Employee Turnover Intention ◽  
The Impact ◽  
The Relationship ◽  
Positive Effect ◽  
Time Demands

The aim of this research is to analyze the impact time demands of work, on job satisfaction,job stress, and employee turnover intention PT. Bank Tabungan Negara (Persero) Tbk.Cabang Harapan Indah, BekasiThis study is using path analysis with SmartPLS 2.0.M3. The population that used in thestudy is all the employees of PT. Bank Tabungan Negara (Persero) Tbk. Cabang HarapanIndah, Bekasi, which are 108 respondents. The amount of the sample is determined by thecensus method of the entire employee. However the sample that has been applied into 85respondents significantly decreased into 85people.The results have shown that the time demands of work do not significantly influenceturnover intention. Furthermore the time demands of work have no significant effect on jobsatisfaction. Employee satisfaction negatively affect on turnover intention. Job satisfactionis not successfully mediating the relationship between the time demands of work andturnover intention. Time demands of work have positive influence on job stress. Job stresshas positive effect on turnover intention. Job stress has been successfully mediating therelationship between the time demands of work and turnover intention. Job stressnegatively affect with job satisfaction. Job satisfaction also has been successfullymediating the relationship between job stress and turnover intention.

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