Theoretical Review
Taking cognisance of the typologies of employee voluntary turnover is crucial for turnover
researchers. This is as a result of the variation in determinants of employee voluntary
turnover and the mixed effects of employee voluntary turnover on an organization.
Employee turnover can either be internal or external (Kuria et al., 2012). Internal labour
turnover involves employees leaving their current position and taking new ones within the
same organization. External employee turnover relates to when an employee leaves an
organization. They observe that internal turnover can be moderated and controlled by typical
human resource mechanisms. External employee turnover on the other hand have significant
impact on the policies, practices, strategies and plans of human resource management.
Review of Motivational Theories
A theoretical framework is a collection of interrelated concepts. It guides research to
determine what things to measure, and what statistical relationships to look for (Defee,
Randal, Thomas & Williams, 2010). Esper, Mentzer and Stank (2008) also argues that a good
research should be grounded on theory. This study was informed by equity theory and
Hertbergs theory.
Equity Theory
Equity theory was first developed in the 1960s by J. Stacy Adams. Equity theory focuses on
determining whether the distribution of resources is fair to both relational partners. Equity is
measured by comparing the ratio of contributions (or costs) and benefits (or rewards) for each
person. Equity theory is based on our perceptions of fair treatment (Huczynski, 2010). To be
dealt with equitably is to be treated fairly in comparison with other group of workers.
Stephens (2005) on equity theory stated that people will be motivated well if they are treated
equitably and demotivated if they are treated inequitably. This can lead to job satisfaction and
will boost morale. It is top management’s role to treat workers fairly if they expect to retain
them.
Molander (1996) observes that the equity theory suggests that people who believe that they
are underpaid will feel resentful and decrease either the quality or quantity of their outputs.
This theory proposes that individuals who perceive themselves to be either under-rewarded or
over rewarded will experience distress. Failure to find equity may make them behave in ways
that may be harmful to the organization for example they may decide to quit (Beardwell,
2007). The theory concludes that an employee feels better motivated when they feel treated
equitably and de-motivated when they feel they are treated inequitably (Nyakego, 2014).
This study argues that employees will feel de-motivated when they perceive inequity in their
relationship with the employer and within the work environment. Employees who perceive
that their financial compensation does not commensurate their contribution in terms of input
will probably separate with the employer. An employee that perceives inequity in access to
opportunities for career development will feel de-motivated and probably separate. A fair
balanced and equitable relationship between inputs and employee’s expected output therefore
needs to be maintained.
Herzberg’s Theory
This theory was proposed by Herzberg’s Theory in 1959. Herzberg discovered that
employees tended to describe satisfying experiences in terms of factors that were intrinsic to
the content of the job itself (Ramlall, 2004). Herzberg’s two factor theory argue that
employees are motivated by internal values (intrinsic rewards) rather than values that are
external (extrinsic rewards) to the work (Namusonge, 2012). According to Namusonge,
intrinsic rewards include achievement, recognition, the work itself, responsibility,
advancement and growth. On the other hand extrinsic rewards are company policies, salary,
co-worker relationships, work environment and supervisory/management styles. According to
Herzberg the factors leading to job satisfaction are separate and distinct from those that lead
to job dissatisfaction, hence managers who seek to eliminate factors that create dissatisfaction
can bring about peace but not necessarily motivation (Ramlall, 2004).
In Herzberg’s two factor theory, dissatisfaction among employees is attributed to ‘hygiene’
factors such as salary, company policy, working conditions, and status and job security.
Molander (1996) argued that Herzberg’s theory propounds the strong need for job enrichment
as a key motivational tool. The only way to produce job satisfaction and increase motivation
was to make work itself more interesting and to improve such things as opportunities for
achievement, recognition, responsibility and advancement. Affirming the same opinion
Torrington (2008) argues that when these two factors are present, they lead to superior
performance and effort on the part of the job incumbent. These factors directly influence how
people feel about their work.
This study is anchored on Herzberg Two-Factor theory in Herzberg et al. (1999). The theory
postulates that hygiene factors are responsible for job dissatisfaction that would result to
employee turnover. When an employee is unable maintain a work-life balance because of
work conditions this may lead to employee initiating separation with the employer.
Improving work conditions will therefore lead to employee retention. Similarly, when the
employee perceives financial compensation as below expectation, they are likely to separate
with the employer. Improving financial compensation therefore would lead to employee
retention.
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