BRM Assign No.2

7/30/2019 BRM Assign No.2

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SAIRA FATEMAHSAIRA JAVED

Business Research Methods


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New evidence in an old debate:Investigating the relationship

between HR satisfaction andturnover


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Overview

Human resource practices and their relationship withemployee motivation and employee turnover in organizationshave been under discussion in researches for quite a time, butthis article provides evidence to the established facts througha different methodology that is through multiple respondentstrategy. The impact of human resource satisfaction onemployee turnover has been tested and the moderating effectsof different demographic and organizational factors(individual as well as organizational) have been taken intoaccount. The study has been conducted in Pakistan as it

provides a rich socio-cultural transition base. Research provesa negative relationship between the dependent andindependent variables along with moderating effect of age,gender and organizational type (performance and ownership).


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Main variables of discussion

Independent Variable

Human Resource Satisfaction (HRS):

HRS is defined as employee satisfaction with

actual and implemented HR practices (Khilji &Wang, 2007).

HRS focuses both the cognitive and affectivedegree of satisfaction and includes the HR policies,

developed and implemented by the uppermanagement, at organizational level (Khilji &Wang, 2007).


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.

Dependent Variable

Turnover Intention: People opt for voluntaryturnover when they have alternatives to their jobs or

they are unhappy with the current job (Khilji &Wang, 2007). High turnover has a negative impacton an organization (Khilji & Wang, 2007).


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Hypothesis

Hypothesis 1: HRS is negatively associated with voluntaryturnover intentions

Hypothesis 2: Voluntary turnover intentions among youngeremployees are more likely to be negatively influenced by anincreased HRS

Hypothesis 3: Voluntary turnover intentions among men aremore likely to be negatively influenced by an increased HRSHypothesis 4: Voluntary turnover intensions among employees

of multinationals are more likely to be influenced by an increasedHRS

Hypothesis 5: Turnover intentions of employees in highperforming organizations are more likely to be negativelyinfluenced by an increased HRS.

(Khilji & Wang, 2007)


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Theoretical Framework


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Methodology

Tool: Questionnaires

Population: Banking Industry (17 organizations)

Sample size: 12 organizations

Questionnaires Distributed: 977Questionnaires returned: 593

Ratio distribution: 30% managers, 70% non-

managers(Khilji & Wang, 2007)


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Research Findings:

Hypothesis 1 was confirmed


Hypothesis 3 & 4 were rejected


The approval of 3 hypothesis from the results

support that higher HRS level reflects lowerturnover intentions even in country like Pakistan

(Khilji & Wang, 2007)


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Research Recommendations

for the purpose of data collection more of thenewer establishment/companies should be chosenas sample size both from local and multinational in

respective industry, the study should also focus theexternal factors as well, for example, frequency ofavailable job opportunities in the market.


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Future Research

In future the relationship between HRS andturnover intentions should be analyzed with largersample size in multiple industries having multiple

item constructs and should be a longitudinalresearch so that the turnover intentions ofrespondents can be measured and comparedwithin different time lines

(Khilji & Wang,2007)


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Most cited Authors&

Journal Author: Khilji S. E., Hom, P.W., Mitchell,

T.R. and Wright, P.M. are the most cited

authors in the article. (3 times each)

Journal: Academy of Management Journal(13 times)


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Documents

BRM Assign No.2