Human Resource Practices, Job Embeddedness and Intention to Quit

In the globalized and changed competitive business world, it is important responsibility to deal with employee turnover for any organization. Effective and efficient management of employee turnover is an essential task to achieve the organizational overhead goals. Significant amount of research has been undertaken to understand the major causes of employee's turnover and retentions mechanisms that organizations should develop, especially in the field of healthcare.

The reality in today’s work place is that employees are more inclined to always be on the lookout for a new and better employment opportunity if they feel that the company does not value them as an employee. In order for our company to get a better understanding on what will better control the turnover rate and what program will be the most effective. There first must be an understanding at what level of risk we currently are in, and this is accomplished by looking at two determining factors of impact and likelihood. (De Vore, 2013)

A theoratical synthesis proposed by Jr and Griffeth showed that there are eight motivate categories that drive an employee’s decisions about whether to stay or leave an organisation (Jr & Griffeth 2004).

When we experience things it can affect and mold us into what decisions we make and the ways we see the world. It can mean that your surroundings and upbringings also what we expose ourselves to. The human resource department has an important role to prevent these stereotypes in the workplace and make sure that the workplace has the right culture to help ensure people are engaged with their work. By creating an environment, the people enjoy to be in this can lower the turnover rate at the company. This relates specifically with the possibility of controllable turnover that the employer did not do enough to prevent the employee leaving. Employee turnovers can be costlier than keeping employees happy. While the employer works to keep the employees happy and committed to their work there is a contract between the two. The employer expects the employee to fit the job well and do the performance that is necessary to do the job well. A way that human resource can analyze the performance of its employees is to look at the three major factors that equate to the performance which is the individual ability to perform tasks such as their talents, the effort level expended that deals with employee motivation, and the third is organizational support that is training and development of employees. Performance (P) = Ability (A) x Effort (E) x Support

There are two types of turnover, voluntary turnover happens when the employee makes the decision to leave and involuntary turnover is when employees has no choice in their termination (Schmitz, 2012). Every month or sooner managers experience some of their exceedingly qualified employees leave the company. After realizing that their company is becoming less profitable is when they begin to wonder why and brainstorm on ways to retain them. In Information Technology, “the cost of recruiting new staff is high and the loss of continuity when staff leave can also be very expensive” (Bott, 2005, p. 111). In IT, human resources strive to maintain their highly skilled employees while employees’

Nevertheless, these methods cannot predict employees’ turnover. Morrell et al. (2001) discuss about two key concepts: voluntary and involuntary turnover. Voluntary turnover relates to the employee’s decision to leave such as illness or personal reasons. While, involuntary turnover relates to company related problems such as the need to cut costs or to downsize. Even if organisations develop means to identify the characteristics that influence turnover, neither of these two types can be successfully foreseen during the recruitment process. As a result, employers need to secure long term employment since a labour turnover will have a high cost both in terms of recruitment and selection and in terms of training sessions meant to enhance the employees’ soft skills. (Beardwell and Claydon, 2010).

Rationale: Literature shows the relationship between turnover, job satisfaction, and organization commitment (Devi, Amalraj, & Devi, 2013). As discussed earlier, satisfied people stay more with their company. High turnover rate is a big issue in healthcare industry (Devi, Amalraj, & Devi, 2013) especially with a tight labor market, and aging population (Abrams, 2002).

If proper action is taken on employee workload, work stress, salary, job satisfaction, and work to family conflict, the turnover ratio alternatively decreases and organization performance will enhance. Derek (2006) found a positive relationship between employee turnover and organization efficiency, and concluded that there is insignificant negative relationship between employee turnover and organizational performance.

Employee retention is the solution for improving organizational performance (Dey, 2009). An organization who wants to ensure they keep their employees from leaving their business to work for a rivalry organization is to maximize job satisfaction. To maximize job satisfaction the organization will need to make changes to their training process to ensure that each employee fully understands his or her position in the company. The company should also speak with the employees on how they feel about their job (Spector, 2008). An organization that can create a friendly atmosphere for the employees will have a better chance of keeping them.

In the recent years, there has been viable evidence that shows that other factors in the work environment may also be strong push factors for retention (Burns, Bradley and Weiner, 2012, pg.445). The factors that contribute to forcing workers to leave the public sector include: "workload and staff shortages are contributing to burnout, high absenteeism, stress, depression, low morale, and de-motivation" (Burns, Bradley and Weiner, 2012, pg.445). It is also shown that poor working conditions also contributes to preventing staff morale and motivation and it also contributes directly to recruitment and retention (Burns, Bradley and Weiner, 2012, pg445). According to Burns, Bradley and Weiner (2012),

The authors of this article give the misconceptions of employee turnover by systematically breaking down myths that organizations tend to believe cause employees to leave the workplace. The misconceptions are replaced with evidence based strategies that show the underlying factors beyond pay compensation that drive turnover in addition the employee morale. One of the meta-analytical relationships that

Moreover, other researchers in the same realm of investigation would have a vested interest in the strategies and processes needed to retain health services employees across the market place. Because there existed a number of factor contributing to employee intent to leave and/or rention, civil service mangers would be interested in the outcome of such research (Battaglio & French, 2016). Likewise, those in academia would have a great deal of interst in the outcomes of this study as they continue to understand and apply the same analysis

In the preceding sections, the study variables were introduced and their hypothesized association, illustrated using a conceptual framework wherewith hypothetical statements of bivariate relationships were drawn. This section attempts a discussion on related concepts, literature, research and findings of previous studies as postulated by other scholars. Hence the theoretical framework for this study is confined to studies and theories on the study variables which focuses on the impact of staff turnover and retention on productivity. The section shall take an overview of what Employee (staff) turnover is, the reasons or causes, and its measurement, also, retention, its meaning, strategies and measurement and lastly, these concepts shall be weighed on productivity (ie their interrelationships turnover/retention and productivity) to ascertain their impact, in order to draw reasonable theoretical conclusions from the review.

The current study involves the analysis of relationship between Job satisfaction, Organizational commitment and Turnover intention of sales persons of private sector insurance companies of Coimbatore district. Employee perception about oneself and the various factors of attrition is also studied to assess what actually influence one to have turnover intention. The theoretical concepts of Employee attrition, Job satisfaction, Organizational Commitment, Perception is explained in this section.

The topic of my study is ‘Job dissatisfaction is a result of turnover intention among Nashua City employees.’ My study is significant because it will look at some issues that are negatively impacting non-management employees in the Works Division of the City of Nashua, resulting in poor performance. Although turnover intention is cited as one of the many factors associated with job dissatisfaction (Farooq & Farooq, 2014; Yücel, 2012), other factors that are viewed as job satisfiers more or less contribute to job dissatisfaction, depending on the organizational culture and management behavior (Shahnawaz & Jafri, 2009). The purpose of the study is to examine if job dissatisfaction that leads to poor job performance is related to turnover intention, or other factors such as employees’ trust of the organization, human resource management practices, inadequate training, employees job attitudes, and the role of organizational justice (Karim & Rehman, 2012). The study’s findings will assist the City of Nashua decision makers chat the way forward in circumventing job dissatisfaction by taking a closer look at turnover intention and other factors that might be the cases of the discontent.