The Effects of Compensation and Benefit Satisfaction on Turnover Intention

Most organizations now operate in a VUCA world. Companies must deal with challenges to find out how to effectively manage the talent. Many companies have difficulty reducing the turnover rate of employees. Some companies believe in minimizing employee turnover intention by providing attractive compensation and benefits. This study aims to see how compensation and benefits can reduce turnover intention through perceived organization support and affective organization commitment. This study adopted quantitative research methods; with 357 total samples, data were collected using the snowball sampling technique. Smart Pls SEM was used to analyze the data. The results showed, there was indeed a negative correlation between satisfaction with compensation and benefits on turnover intention through perceived organization support and affective organization commitment. As a practical implication, the company can see compensation and benefits factors the most influence reducing turnover intention, the originality of this study for adopted a second-order approach analysis.

Job Hopping Behavior among Coffee Shops Employees in Malaysia

Job hopping behavior may have an adverse effect on both employers and employees. For the perspective of employee, there are many factors might influence an employee's decision to job hop including salary dissatisfaction or a better offer elsewhere. The issue of job hopping has been a serious concern for many organizations, and the coffee shops industry is no exception. Therefore, the goal of this research is to discover potential factors influencing to job hopping behavior among coffee shops employees, as well as the relationship of identified factors with job hopping. Job satisfaction, financial and perceived organizational support were the three factors investigated in this research. A total of 231 questionnaires were distributed to employees who are currently working in the coffee shops in Klang Valley area and 215 usable responses returned for a response rate of 93.1 percent. The collected data was analyzed by using Statistical Package for Social Sciences (SPSS) latest version. Results of the job satisfaction (mean= 3.5636), financial (m=3.5622) and perceived organization support (mean=3.5601) shows score lean towards agreement level. Additionally, findings showed that the correlation of all the variables were weak correlated. A multiple regression also was run to predict job hopping behaviour with the three independent variables. Results found that only 6.9% of variance in coffee shops’ employees was explained by job satisfaction, financial and perceived organization support (R² = .069). Even though the findings of this research found that these three variables did not have a direct impact on coffee shop employees' decision to job hop, the findings may provide some guidance and alert coffee shop owners or managers to the importance of these three variables in the coffee shops industry in order to minimize job hopping and will be discussed further in this paper.

Dukungan Organisasi yang Dirasakan: Anteseden, Proses, dan Hasil

As an organizational asset, employees have an important role in the success of the organization. How to bring up employees who feel supported by the organization and follow the norms of reciprocity with a feeling of obligation to make positive efforts for the organization is the aim of the discussion in this article. The contribution of the article arises from the urgency to provide an explanation of the mechanism that underlies the theory of Perceived Organization Support (POS) for novice researchers in linking the antecedents and consequences of POS. The managerial implication leads to the role of the manager to start by first showing support to his employees in order to move the norm of individual reciprocity to be able to enjoy the utility of POS which includes direct benefits for the welfare of individuals and organizations. Variations of POS measurement items are also discussed to provide recommendations for instrument choice among alternatives. Future POS researchers can take a look at trends in POS-related businesses such as worker collaboration, changes in individual-organizational relationships, and across cultures.

Leader–member exchange, employee turnover intention and presenteeism: the mediating role of perceived organizational support

PurposeThe purpose of this paper is to report the findings of a study that examines the influence of leader–member exchange (LMX) on employees' turnover intention and presenteeism with the mediating role of perceived organizational support in the context of the semiconductor industry.Design/methodology/approachAn empirical study based on a sample of 124 department managers and 241 team members in five high-tech companies in Taiwan. Structural equation modelling analysis was used for hypothesis testing.FindingsThe results reveal that perceived organization support significantly relates to employees' turnover intention and mediates the relationship between LMX and turnover intention. Additionally, employees' presenteeism is influenced by perceived LMX.Practical implicationsThe results of the study are of high importance for high-tech companies, which continuously strive for innovation efficiency and sustainability. Managers and practitioners could benefit from better understanding regarding the importance of perceived organization support and LMX in affecting employee behaviours and company performance.Originality/valueThe present study finds a significant positive relationship between LMX and presenteeism, which is contrary to the previous research.