Job Dissatisfaction Is A Result Of Turnover Intention Among Nashua City Employees

In the case study titled Walt Henderson, Walt Henderson works for a drafting company along side thirty other technicians that are supervised by two inspectors. Walt is demonstrating issues of a negative or unfavorable attitude at work. According to this class’s textbook “Attitudes are evaluative statements – either favorable or unfavorable – about objects, people, or events” (Robbins, and Judge 66). The study at hand, shows that Walt is a hard working individual that at times takes his work home to ensure projects are completed on time. In doing so, he finishes work quickly at the job and proceeds to work on personal matters in the office. Walt believes that because he completes his work early by using his personal off time that he has the right to work on personal matters in the work place. Doing personal work at the work place violates some of the rules of the work place and has been instructed to him by his supervision on the matter in the past. This paper will answer a few questions that are: What is Walt Henderson’s attitude toward work? What are the main components of Walt Henderson’s attitude toward work? If Walt Henderson becomes dissatisfied in his work, what is he likely to do about it: exit the organization, voice his dissatisfaction, remain loyal, or neglect his work? And lastly, what can Walt Henderson’s supervisor do to ensure Walt’s job satisfaction without endangering

I believe that it is important to understand that job satisfaction has an impact on job performance. In my personal experiences I have seen management completely oblivious to the concerns of their staff that had a negative impact on job satisfaction. The text cites 300 studies that found that organizations with

For my research assignment I chose the topic “The Effects of Human Resource Management Practices on Employee Turnover.” I chose this topic because it is allied with an assignment

Tillman, A. (2013). Improving Worker Satisfaction Yields Improved Worker-Retention Rates. Employment Relations Today (Wiley), 39(4), 27-31. doi:10.1002/ert.21386

A high turnover in a few companies is a tremendous issue. An individual that is a manager should be able to understand the requirements of operating a business so that he or she keeps their employee ecstatic. A few reasons that unhappy employees leave their jobs are micromanaging, too many responsibilities, the manager doesn’t engage with his or her workers, promotions are limited within the company, communication, or even constant change within the company.

Coefficient of correlation measures the strength of linear relationships between two variables. The two variables must have an interval scale of measurement. Relationships of -1.00 and +1.00 have strong respective positive or negative correlations. A relationship of zero identifies a weak relationship between the two variables being analyzed. Primary and Secondary Data Sources The retention of Wal-Mart employees has been a problem. A quantitative correlational study to access job pay satisfaction, turnover intentions, and leadership styles will be discussed. The primary data consisted of questionnaire surveys. If required, informal interviews can be included. The primary data research was to determine whether satisfaction with supervisor or overall job pay satisfaction is more significantly related to turnover intentions. The primary data was coded for a quick analysis and was verifiable by re-questioning. Secondary data was extracted from published statistics such as census, housing and social security data. Other secondary data was retrieved from similar industry models, internal databases, and library databases. The secondary data research was to recommend leadership styles associated with job satisfaction as a means to increase retention. Data was collected from a sample of employees using on-line and paper-and-pencil questionnaires. The survey incorporated demographic items and instruments that measured perceived transformational, transactional,

All over the globe retaining employees is a most critical factor for the organisations. High employee turnover is more common in private sector as compared to public. In construction industry, to reduce employee turnover and to improve the productivity of an organisation, organisations have to be aware of the reasons why an employees quit the organisation?. Employee turnover can be explained as the expenses, in term of money, time, and quality of work, that an organisation bear while replacing an employee. If an organisation fails to satisfy the needs of its employees then it is obvious that the employees will look forward to fulfill their necessities. This chapter discuss the reasons why employees quit their jobs.

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

job satisfaction and intention to quit). The purpose of the current study is to extend the work

Nowadays, employees tend to spend a large portion of their lives at workplace. Accordingly, friendships among employees are often formed at work, and the study of workplace relationships is well established (Venkatarmani, Giuseppe, Grosser, 2013; Seibert, Kraimer, & Liden 2001; Rydstedt, Head, Stansfield, & Wooley-Jones, 2012; Amjad, Sabri, Ilyas, & Hameed, 2015). According to Amjad et al., (2015) workplace friendship has been the focus of considerable body of research during the last decade in organizations.

Job satisfaction is the very important factor in general quality of life because it is closely connected with working life (e.g. Argyle, 1989; Bang & Lee, 2006), with family life, everyday life, and mental health (Orpen, 1978; Schmitt and Bedeian, 1982; Faragher, Cass & Cooper, 2005). Level of job satisfaction is also highly related to turnover, absenteeism rate, work productivity or accomplishment (Muchinsky, 1977; Organ, 1977). Many researchers (e.g. Cherrington, 1994; Acorn, Ratner & Crawford, 1997; Ostroff, 1992; Spector, 1997) state that employees who experience high job satisfaction contribute to organisational commitment, job involvement, their physical, mental health and overall well-being are improved. Job dissatisfaction on the

(2001). These researchers argue that job embeddedness is a direct antecedent both of intent to quit and voluntary turnover. A number of studies have followed this research direction and found that job embeddedness explained significant incremental variance in turnover beyond that explained by job satisfaction and organizational commitment (e.g., Lee et al., 2004; Holtom and O’Neill, 2004; Besich, 2005; Holtom and Inderrieden, 2006). However how job embeddedness is developed or what factors cause employees embedded in their jobs to keep them from leaving the organization still requires investigation. This study attempts to partly answer that question by testing whether job embeddedness is a mediator of the relationship between human resource practices and employees’ intention to quit. Research background and hypotheses Efforts to elucidate the causes of the intention to quit of employees have focused on individual-level factors, such as personal preferences, and organizational-level factors, such as human resource practices (Deutsch et al., 2000). Individual-level explanations stress the differences among people, often by examining the process by which jobholders consider other employment possibilities (Lee and Mitchell, 1994; Deutsch et al., 2000). Individual-level studies traditionally link employees’ interest in changing jobs to their level of job satisfaction (Brayfield and Crockett, 1955; Vroom, 1964; Price, 1977; Mobley et al., 1979). However, empirical

The main purpose of this research is to identify the relationship between the employees’ motivation and the job satisfaction. The motivation can be rewards, intensives, greetings, appraisal, and good working condition. Without the incentive organizations can 't receive the higher level of employee job satisfaction. Inappropriate motivation and lower level of job satisfaction would cause the higher level of absenteeism and employees turnover. In this research case study organization

Dissatisfied and satisfied employees in the workplace can affect their productive and job performance. The work place, promotions, advancements, and supervisors are things that can cause an employee to be satisfied or dissatisfied at work. In my workplace some of my supervisors have driven my attitude. Robbins (2007) states, “attitudes are evaluative statements-either favorable or unfavorable-about objects, people or events.” (Robbins and Judge, 2007, p. 75) When I was first promoted to Sergeant and transferred to supervisor the Criminal Investigations Unit, I was excited about the new opportunity and the knowledge I would learn and give. My attitude towards the workplace and towards my employees was high and willing to help or produce a positive work environment. As a Christian in a non-Christian workplace, a great attitude towards job satisfaction can be found in the Bible. In Ecclesiastes 5:18 (New Living Translation), it says, “I have noticed one thing, at least, that is good. It is good for people to eat, drink, and enjoy their work under the sun and during the short life God has given them.” The workplace can be stressful but when you have good leadership they can effectively change the attitude of the people they serve.

Every organisation in the world today is putting a lot of efforts, time, and resources in the human management. As this is, an excepted reality that no organisation in the world can vie in this globalised world just on the mere basis of their product and services. In order for an organisation to be successful, it has to invest substantially into the domain of people skills, and their behaviour. Due to stressful working environment, many organisations loose employees due to lack of motivation, stress, lower employee job satisfaction and other contributing factors of behavioural sciences and psychology. All these factors have negative effects on the organisation and organizational behaviour simultaneously. Many experts are in concord that