Impact of Job Satisfaction on Employees Turnover

In Human Resource Management, there has been a theoretical presumption that job satisfaction and employee turnover intentions are negatively related. This research aims at investigating the impacts of Job Satisfaction factors such as remuneration, general working atmosphere, career growth, supervision, training and development, organizational loyalty and performance appraisals on employee’s turnover intentions. The empirical and theoretical study will be reviewed to determine and identify the most influential factors likely to affect employee retention. The Study will use Mixed Methods Sequential explanatory design to collect and analyze quantitative and qualitative data. A sample size will be selected for the study out of the population of the organization. Skills and knowledge are often tacit and hard to transmit between employees. Employee satisfaction is increasingly becoming a challenging subject for many organizations profit or non-profit.

Employer’s need for a strategic effort aimed at guaranteeing employee’s satisfaction is now more urgent than ever to improve employee retention rate and reduce the associated costs of high turnover. Voluntary turnover is the most significant problem for some organizations (Mitchell et al. The effects of voluntary turnover are a loss of performance, knowledge, skills, time and resources used to train the employee. To investigate the influence of organizational commitment, physical working environment and involvement of employees in decision making on job satisfaction. Research Questions The study will anchor on the following research questions: i. How has performance appraisal within the organization affected the job satisfaction? ii. To what extent has employee supervision influenced employee satisfaction within the organization? iii.

How do organizational commitments influence job satisfaction? Research Potential Contributions Organizations are seeking methods to reduce turnover costs to remain sustainable (Inpatient & Ballard, 2014). It refers to the extent that the job meets the expectations, value systems and the basic needs of the employees. Job Satisfaction is related to various aspects of working practices such as absenteeism, productivity and turnover. It can be used to predict whether an employee is likely to quit or stay in a job (Clark, 1996). Hertzberg’s two-factor theory also referred to as motivation-hygiene theory is the foundation for examination of the relationships between job satisfaction and employee turnover intentions. Hertzberg’s two-factor theorem can be used to determine what employees need in their jobs. Vroom expanded on Hertzberg’s fundamental theory – the expectancy theory - by claiming that people are consciously motivated to make choices based on what they think the outcome of the behaviour will be.

This theory is based on the idea that believes their actions will lead to effective performance with a result of being rewarded (HemaMalini and Washington, 2014). Studying the effects of intrinsic rewards and extrinsic organization rewards on job satisfaction, Mottaz discovered a strong predictor of job satisfaction when intrinsic rewards aligned extrinsic rewards (Mottaz, 1985). For instance, an employee takes a new task and receives reassurance from supervision. Another different outcome of the survey disputed the claim that hygiene factors do not affect job satisfaction. There has been a criticism of Maslow’s theory by many scholars based on Maslow’s methods, philosophy and pyramid of hierarchy (Bouzenita and Boulanour, 2016). Maslow’s theory is missing behavioural elements that explain the primary and secondary reinforcers which illustrate stage progressions (Harrigan, 2015).

There are several studies indicate that the strength between an employee’s expectation of the job and the actual job determine the relationship between job satisfaction and turnover intention (Ryan, Healy & Sullivan, 2012). Some studies do not entirely agree with Hertzberg’s theory while others support the hypothesis. However, Hertzberg’s conclusion remains to be the foundation of motivational policies and practices within many organizations (Nakhate, 2016). Research Design These are a set of methods and procedures employed in the gathering of data. The study will adopt a descriptive survey research design. This method will enable the researchers to carefully analyze the sampled population in determining the significant relationships between job satisfaction and turnover intentions. Simple random sampling technique will be used to select the participants of the study.

A job descriptive index questionnaire will be developed with six job satisfaction indicators such as promotion, remuneration, supervision, work itself, co-workers and working atmosphere. In this model the respondent’s demographical traits - gender, age, education and job position – were used as the controlled variables. The following are the proposed hypotheses: i. It will be found that job satisfaction is negatively correlated with voluntary turnover intentions. Turnover models suggest a multifaceted process, indicating that job satisfaction is related first and foremost to employee turnover intentions. Most researchers found a negative association between job satisfaction and employee turnover intentions (Cotton & Tuttle, 1986; Arnold & Feldman, 1982; Bluedorn, 1982; Mobley, 1982; Price, 1977). Works Cited Hom, Peter W. , and Rodger W. Griffeth.  Employee turnover. South-Western Pub, 1995. " The Business Review 11.