Job stress, Job Performance, and Leadership support
jaybird
iqbal_et_al.pdf
International Journal of Human Resource Studies
ISSN 2162-3058
2014, Vol. 4, No. 2
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The impact of organizational commitment, job
satisfaction, job stress and leadership support on
turnover intention in educational institutes
Saba Iqbal
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email:[email protected]
Sadia Ehsan
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: sadia_ehsan90 @yahoo.com
Muhammad Rizwan
Lecturer, Department of Management Sciences
The Islamia University of Bahawalpur, Pakistan
E-mail: [email protected]
Mehwish Noreen
Department of Management Sciences, The Islamia University of Bahawalpur, Pakistan
Email: mehwish828 @gmail.com
Doi:10.5296/ ijhrs.v4i2.5906 URL: http://dx.doi.org/10.5296/ ijhrs.v4i2.5906
Abstract
For the attainment of individual‟s cognitive and social benefits the employee turnover is
becoming popular trend in all organization. This research paper reports on examination of
variables that may be predictive to leave a job. More precisely this current paper shows the
direct and indirect impact of job stress, job satisfaction on turnover. Organizational
commitment is the antecedent of turnover intention. It highlights the impact of leadership
support on job satisfaction. In order to collect the data for understanding the situation about
the employee turnover intention, a sample of 200 respondents was ask to participate in a
self-administered questionnaire.50 questionnaires are not giving right answers so only 150
International Journal of Human Resource Studies
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2014, Vol. 4, No. 2
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samples are selected for research. The current research paper uses a non-probability technique
of sampling. We choose this sample of people from different institutions of Bahawalpur. Four
major clusters was target to collect the sample data like the Islamia University of Bahawalpur,
Allama Iqbal college of Bahawalpur, Army public school and college system and Sadiq
Public School. Finding shows that employee turnover intention has a significant relationship
with all the variables i.e. organizational commitment, job satisfaction, job stress and
leadership support.
Keywords: Employee turnover intention, organizational commitment, leadership support, job
satisfaction and job stress
1. Introduction
One of the most essential topics in almost all organization is turnover intention of employees.
Organizations world wild face many challenges with the growing integration of the world
economy into a single, huge market place resulting in strong universal competition. Beside
keeping pace with the hi-tech advances, it is too difficult for an organization to be able to
keep its best staff in the face of globalization and work force variety.
Together an organization‟s employee can provide a foundation of competitive advantages that
is difficult for the competitor to copy. Turnover intention is one of the most important
predictors in the actual turnover and commitment to the organization is one of the most
vital ancedent to turnover intention. Intention to quit is serious issues mainly in the field of
HRM (Human Resource Management). This is focus on market clearing stage on the costs
linked with high labor turnover. Intention to leave a job is define as an „individual‟s own
expected chance (subjective) that they are quitting the organization permanently at some spot
in the near future (Vandenberg and Nelson 1999, p. 1315). Thus intention is exact indicators
of succeeding behaviour, yet the reasons for these intentions are frequently unfamiliar (Firth
et al., 2004). Turnover cost consists of cost of recruiting and selecting new staff when already
working employees leaves a job. Turnover cost also consist of the cost of loss of sales
which occur because new staff members has low experience as compared to previous worker.
If an employee wants to leave a job and his contribution is high in company, then company
has to pay more wages to that employee because the losses of a company bear is much larger
than paying a high wage to the employee.
“How organizations decide employee turnover?” The response to this query has big
consequence to the person who may be thinking about leaving a job, and for the executive
who meet with need of worker permanence, the elevated expenses drawn in the initiation and
guidance of fresh personnel, and, not slightest, problems of organizational yield. While actual
quitting behavior is the most important focus of attention to employers and researchers,
objective to leave is supposed to be a tough substitute indicator for such actions. Lack of job
satisfaction and Job stressors are main reasons that‟s contributed to people‟s to leave their
jobs (Moore, 2002).
Desirable turnover, undesirable turnover and unavoidable turnover are categories of turnover
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intention. Family issue or departure and illness are main reasons of unavoidable turnover.
Furthermore the turnover occurs due to lack of skill is known as desirable turnover. And last
one, turnover occurs due to organizational issues such as poor support, lack of management,
and role conflict is known as undesirable turnover. It includes capable and skilled employees
who are quitting the organization. These organizational issues require to be addressed, as they
are directly affect customer service quality and organization effectiveness. Organization may
be quit by the employees either voluntary or involuntary. The voluntary turnover is a type of
turnover in which an employee‟s choice to finish the relationship of employment. Whereas,
the employer choice to finish the relationship of employment is involuntary turnover.
Turnover intention separates organizational commitment from decision to quit. Actually,
intention to leave a job is the direct antecedent of turnover behavior and shows a combination
of withdrawal associated attitudes.
When an individual perceives that he or she does not provide desirable and unique resources
or abilities to an organization, the adaptive response is to find another niche to occupy by
searching for another job (Brown et al., 2007). From the individual viewpoint, when an
employee is put in a latest situation with a new task, employee needs to learn how to fit with
their organization norms, values, politics and culture. Person organization fit enables
employee to get up quick to fit with the culture and surroundings. According to Porter (1974),
it recognized that commitment of organization has a affirm belief and willingness of the
employees to put maximum effort for the organization. A better commitment exists; the more
workers are making a value role to the organization rather than to quit the organization.
Moreover, when a worker shows an elevated level of commitment, it shows the employee is
more probable to settle in the organization.
Turnover can be harmful or helpful to the organizations. One of the harmful cost of turnover
is the personal cost linked with the hiring, recruitment, guidance and development of new
workers to replace the workers who voluntary leave the organization. If the employee
turnover rate is more then selection and recruitment become a main purpose of organization,
thus raising its managerial concentration. If the poor employees are encourage to leave the
organization, new employee that are creative can be hired at their position in the organization.
This current research paper reports on examining the variables that may be predictive to quit
the job. More precisely this current paper shows the direct and indirect impact of job stress,
job satisfaction on turnover. Organizational commitment is the antecedent of turnover
intention. It highlights the impact of leadership support on job satisfaction.
Organizational commitment has generally been defined as identification and attachment with
the organization. Job satisfaction is defined as an individual‟s, emotional, cognitive and
evaluative response for his or her employment. Job stress is unfavorable reaction people have
to excess pressures or other type of order place on them at job. Leadership support is defined
as the degree of consideration and support a person get from his or her direct supervisor
(Rizwan et al., 2013).
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2. Literature Review
Turnover Intention
Turnover intention as presently defined is an employee‟s preference to quit his or her job.
Real turnover has been looked to be especially likely the result of intentions to withdraw
(Harrison et al., 2006). Intention to leave a job is “a deliberate and conscious determination to
quit the organization”. Scholars term turnover intention as “person‟‟ own expected probability
(subjective) that they are quitting the organization permanently at some spot in the close to
future” (Liu & Low, 2011). Turnover intention as currently understandable as an employee‟s
preference to quit his or her organization refers that an employee's is unable to remain the
organizational part (Lacity et al., 2008). Bodla & Hameed (2008) suggested that the
employees‟ turnover will have significant cost or risk of losing social assets. The research
also found the measurement on the employees‟ turnover intention, which is an uncontrollable
and controllable force. There are five variable that been identify, which is the satisfaction
with management, satisfaction with salary, satisfaction with working conditions, Job stress
and organizational commitment. According to Jeffrey (2007), if the mistrust of
management is pervasive and disappointment among workers would lead to
decreasing job tenure, increasing turnover intention. As a result, employer shouldn‟t
lose sight of this factor. While the researchers who are conducting research want to perfectly
know turnover behavior, while in authenticity, it is frequently complicated to empirically
observe the behavior. While in reality, researchers generally survey recent workers and
turnover intention is ask by them. Intentions to leave a job is consistent predictor of turnover
behaviors. Considerable empirical proof supports the theory that attitude affects behavior
more than behavior affects attitude (Lacity et al., 2008). On the bases of above definitions,
turnover intention can be defined as the wish of workers to intentionally make a choice to
leave the recent organization in the near future. Intention to leave is one of the antecedents of
actual turnover. A number of antecedents have been identified by many scholars for turnover
intention. These include irritation with jobs, violation of psychological contract and
organizational commitment (Orvis et al., 2008). The determinants of employee turnover have
great application to the employee who is thinking about quitting, also for the executive who is
faced with the lack of employee stability, In the orientation and guidance of new employees
and the issue of organizational output high costs involved ( Siong, Mellor, Moore & Firth,
2006; Firth et al., 2004). According to Lehane and McCarthy Tyrrell (2007), intentions are
the most direct determinants of exact behavior.
Organizational Commitment
Organizational commitment can be defined as identification and attachment with the
organization (Mathieu and Zajac, 1990). The emotional reply to a optimistic assessment of
the work environment is also known as organization commitment (Testa, 2001; Rizwan et al.,
2013).These emotional answer may be considered an attachment, mainly when the person
believes strongly in the organization‟s goals, values and demonstrates a strong need to
maintain association in the organization (Scholarios and Marks, 2004). Extremely loyal staffs
of the organization are less likely to leave the organization as compared to less committed
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employees of the organization (Joiner et al., 2004; Near, 1989). This study shows the
variables of emigrant correction by combining the theoretical constructs of psychological
barriers to adjustment, , socio-cultural adjustment, psychological contract and emotional
adjustment in organization and their antecedents. Turnover intention is directly affected by
the organizational commitment.. Organizational commitment is negatively related to turnover
intentions according to many studies of past.
H1: Organizational commitment has a negative influence on turnover intentions.
Job Satisfaction
Job satisfaction is defined as an individual‟s cognitive, evaluative and affective reactions
towards his or her job. Large amount of researches are present which link the job satisfaction
with turnover intentions (Williams et al., 2001). In the study of occupational attitudes, Job
satisfaction and organizational commitment are the most important topics (Kontoghiorghes
and Bryant, 2004; Testa, 2001). From past findings it is clear that job satisfaction has a direct
effect on turnover intentions as well as an indirect effect through organizational commitment
(Blau, 1987). The relationship of job satisfaction with turnover intention and organizational
commitment is more supported by many studies which recognize job satisfaction as an
antecedent of organizational commitment (Lin and Ma, 2004b; Tett and Meyer, 1993). As a
positive emotional reaction, it is rational to suppose that job satisfaction would be negatively
related to behavioral turnover intention (Susskind et al., 2000). Consequences of frequent
studies have given the proof of a strong negative relationship of job satisfaction with turnover
intentions (Mannheim et al., 1997; Abraham, 1999). After an interference to enlarge the
degree of employee satisfaction, turnover intentions decrease considerably (Abraham, 1999).
H2: Job satisfaction has a negative influence on turnover intentions.
H3: Job satisfaction has a positive influence on organizational Commitment.
Job Stress
Job stress is adverse reaction people have to excess pressures or other type of command place
on them at work. The fundamental effect between job stress and job satisfaction has been
hypothesized (Williams et al., 2001), empirically experienced (Lee and Ash forth, 1993), and
subject to Meta-analysis (Sullivan and Bhagat,1992).
The regular results prove that job stress is cause of large number of attitudinal and behavioral
and outcomes such as commitment to organization, job dissatisfaction, and a turnover
intention (Barsky et al., 2004). Moreover, when employees feel stress on their jobs, it
increase their job dissatisfaction. Wunder et al. (1982) found that job stressors had a direct
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negative effect on job satisfaction among managers of a large international company, and job
stressor led to a decrease turnover intention commitment to organization, and actual quitting
behavior. While, some studies have establish no direct relationship between stressors and
turnover intention, but indirect effects due to continues experience of social support,
satisfaction, job stress, and lack of organization commitment. Therefore, evaluation of the
direct and indirect effects of job stressors on intention to leave a job has become an important
concept.
H4: Job stress is inversely related to job satisfaction.
H5: Job stress has a direct positive relation with a turnover intention.
Leadership Support
It is defined as the extent of consideration and support a person perceives from his or her
direct manager. This definition is reliable with the path-goal theory view that a helpful
manager provides supervision to his or her social group, considers their input to be variable
treats them fairly (House and Dessler, 1974). Amny researches shows that job satisfaction
is an outcome of leadership support. As earlier stated, while the literature reports a constant
relationship between leadership helpful behaviors and job satisfaction, Brown and Peterson
(1993) stated a strong correlation between job satisfaction and leadership consideration
whereas the correlation between leadership behavior and turnover intentions is less
pronounced (Brown and Peterson, 1993). As such, we hypothesize that the effect leadership
helpful behaviors have on turnover intentions is not direct through its effect on job
satisfaction.
H6: Leadership support positively influences job satisfaction.
3. Research Methodology
The current research is descriptive in its nature. Descriptive research can be explained as
some phenomenon, describing something, or any particular situation. Descriptive researches
are those researches that explain the existing situation instead of interpreting and making
judgment (creswell 1994). The main aim of the descriptive research is confirmation of the
develop hypothesis that reflect the current situation. Descriptive research provides
information about the current situation.
3.1. Sample/ Data
In order to collect the data for understanding the situation about the employee turnover
intention, a sample of 200 respondents will ask to participate in a self-administered
questionnaire.50 questionnaire are not giving right answers so only 150 samples are selected
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for research. The current study utilizes a non-probability sampling technique that is
convenience sampling. Convenience sampling is a sampling technique that obtains and
collects the relevant information from the sample or the unit of study that are conveniently
available (Zikmund, 1997).convenience sampling is normaly used for collecting a large
number of completed surveys speedily and with economy (Lym et al.2010).
We select these sample members from different institutions of Bahawalpur. Four main
clusters will target to collect the sample data like the Islamia University of Bahawalpur,
Allama Iqbal College Bwp, Army public school and college system, Sadiq public school.
3.2. Instrument and Measure
The survey instruments of the current study address two major purposes: first is to analyze
the relationship of different variables of employee turnover intention. Second, to collect
information about different characteristics of the respondents that can be used to understand
the variations in different categories.
The survey instrument contains two sections. It includes different personal demographic
variables. This section will obtain the respondent‟s information about gender, age, income,
education, status and the company.
The latent variables that are important in the current study includes employee turnover
intention, organizational commitment, job satisfaction, job stress and leadership support. This
section of the study is developed based on the past literature and questionnaire.
The scales of the study were adopted from the previous literature and published studies. The
first variable was employee turnover intention has three items and these scales were taken
from Cummann et al. (1979). The next variable was organizational commitment having
eight items and these scales were taken from Porter et al. (1974). The other variable was
job satisfaction having five items and these scales were taken from. Next variable was job
stress having four items and these scales were taken from Cohen et al.(1983). Last
variable was leadership support having five items and these scales were taken from House
and Dessler (1974).
Table1: Scales of the Study
Sr # Variable Items Reference
1 Employee
turnover intention
1- I will likely actively look for a new job in
the next year.
2- I often think about quitting.
3- I probably look for a new job in the next
Cummann
et al. (1979)
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year.
2
Organizational
Commitment
1- I am willing to put in a great deal of effort
beyond that normally is expected in order to
help this organization to be successful.
2- I talk up this organization to my friends as a
great organization to work for.
3- I feel great loyalty to this organization.
4- I found that my values and the
organization‟s values are very similar.
5- I am proud to tell others that I am part of
this organization.
6- This organization really inspires the very
best in me in the way of job performance.
7- I am extremely glad that I choose this
organization to work for over others I was
considering at the time joined.
8- I really care about the fate of this organization.
Porter et al.
(1974)
3
Job Satisfaction
1)My basic salary is sufficiently paid according to
my daily working hours and workload
2) I am satisfied with my chances for salary
increases.
3) The work I do is appreciated.
4) I believe those that do well on the job have fair
chances of being promoted.
5) It is possible to get promoted fast in my job.
Cohen et al.
(1983)
4
Job stress
1) How often have you felt nervous and “stressed”?
2) How often have you found that you could not
cope with all the things that you had to do?
3) How often have you been angered because of
things that happened that been outside your
Cohen et al.
(1983)
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control?
4) How often have you felt that difficulties were
increasing that you could not overcome them?
5 Leadership
support
1) My supervisor asks employees for their
suggestions on what assignments should be made
2) My supervisor gives advance notice of changes
3) My supervisor treats all the employees s/he
supervises as his/her equal
4). My supervisor is friendly and approachable
5) My supervisor asks employees for their
suggestions concerning how to carry out
assignments
House and
Dessler
(1974)
3.3. Procedure
The questionnaire was distributed among 200 respondents in Bahawalpur. These respondents
are selected based on the criteria above mentioned. Before giving the questionnaire, the
purpose of study and questions were explained to the respondents so they can easily fill the
questionnaire will relevant responses. A total of 150 questionnaires were selected and rest of
the questionnaire was not included in the further analysis due to complete or invalid response.
After collecting the completed questionnaires, these questionnaires were coded and entered
into spss sheet for further analysis.
3.4. Reliability Analysis
Table 2: Reliability of measuring instrument
Scales Items Cronbach alpha
Employee turnover intention
Organizational commitment
Job satisfaction
Leadership support
Job stress
3
8
5
5
4
0.857
0.864
0.755
0.836
0.814
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4. Results and Analysis
4.1. Profile of the Respondent
Personal and demographic information such as gender, age, income, education and company
are presented in the following table.
Table3: profile of the respondent
Variables Category Frequency Percentage
Gender Male
Female
87
63
58
42
Age 15-20 years
20-25 years
25-30 years
30-35 years
35-40 years
Above 40 years
3
48
47
18
16
18
2
32
31.3
12
10.7
12
Income(Rs/month) Below 15000
15000-25000
25000-35000
35000-45000
45000-55000
Above 55000
25
59
20
23
11
12
16.7
39.3
13.3
15.3
7.3
8
Education Matriculation
Inter
Bachelor
Master
MS/M.phill
PHD
0
3
36
92
19
0
0
2
24
61.3
12.7
0
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Company Public Ltd
Private Ltd
70
80
46.7
53.3
4.2. Hypothesis testing
4.2.1. Organizational commitment and turnover intention
According to the results of the study, the variable has a significant negative relationship with
turnover intention. Specifically, the organizational commitment has a negative relationship
with (β=-0.570) and (p<0.001).that means the organizational commitment contribute 57% to
employee turnover intention. Results of current study validate the H1.
4.2.2. Job satisfaction and turnover intention
The regression results of the study confirms the significant negative relation between job
satisfaction and turnover intention with (β= -0.147) and (p<0.05). Job satisfaction contributes
more than 14% to turnover intention. Current study validates the H2.
4.2.3. Job satisfaction and organizational commitment
The analysis shows that job satisfaction has significant positive relationship with
organizational commitment with (β=0.407) and (p<0.001). Job satisfaction contributes more
than 40% to organizational commitment. Results validate the H3.
4.2.4Job stress and job satisfaction
Regression estimates results shows that the job stress has significant inverse relationship with
job satisfaction with (β=-0.133) and (p<0.05).Job stress contribute more than 13% to job
satisfaction. The current study validates H4.
4.2.5Job stress and turnover intention
The regression analysis results shows that job stress has a positive relation with turnover
intention with a (β=0.116) and (p<0.05).the results accepted the H5.
2.6. Leadership support and job satisfaction
The leadership support has a positive influence on job satisfaction. The analysis shows that
(β=0.408) and (p<0.001).Leadership support contribute more than 40% to the job satisfaction.
The current analysis accepted the H6.
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Table 5: Regression Result
Hypothesis Model variables Estimate S.E C.R P Results
HI Org cmt
TOI
-0.570 o.129 -4.409 0.000 Supported
H2 Job sat
TOI
-0.147 0.117 -1.803 0.014 Supported
H3 Jobsat
Org cmt
0.407 0.068 5.428 0.000 Supported
H4 Job stress
Job sat
-0.133 0.057 -2.432 0.035 Supported
H5 Jobstress
TOI
0.116 0.081 2.079 0.027 Supported
H6 Ldspt
Job sat
0.408 0.073 5.364 0.000 Supported
5. Discussion
The primary objective of the study has been to study the turnover intention in the private and
public sector institutions .The objective is to establish the relationship between commitment
to organization and turnover intention. The correlation analysis from this study proved past
researchers that higher commitment links with lower intention to quit the organization
employees are less likely to leave the organization when they are emotionally attach with
their organization. The commitment of employees which is high, they are more preferred to
stay and work with the organization rather than leave the organization. Thus, commitment to
organizational has a negative relationship to affect turnover intention. It contributes about
50% in turnover intention. Large number of research is present who link job Satisfaction to
turnover intentions (Williams et al., 2001). Job satisfaction and Organizational Commitment
are popular topics in the study of occupational attitudes (Kontoghiorghes and Bryant,2004;
Testa, 2001). The relationship of job Satisfaction to turnover intentions is further supported
by a numerous studies these studies identify Job satisfaction as an antecedent of
organizational commitment (Lin and Ma, 2004b; Tett and Meyer,1993). Outcome of many
studies have provided confirmation that there is a Strong negative relationship between job
satisfaction and turnover intentions (Mannheim et al., 1997; Abraham, 1999).The more the
individual satisfied with the performance and work environment his/her intention to leave the
organization is low as they are more committed to organization. The person feeling burden in
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work in accordance to various attitudes as salary or other compensation plans they prefer to
leave the organization and are having low satisfaction. Job satisfaction influence leadership
supports more for internals than externals. Leadership support can enhance worker
self-confidence, particularly for that worker who lack work experience, consequently, leading
to higher organizational commitment and job satisfaction, and lower turnover intentions. The
studies shows that to maintain lower employee turnover an organization must have highly
commitment employees which are satisfied by the working conditions, compensation,
leadership and low work load. Lesser the turnover intention lesser would be the cost of
recruiting, selecting, training and development. Findings prove the significant relations of all
the variables of the hypothesis.
6. Limitations and future research
This current research paper has numerous limitations. First the respondent response may be
bias and they misrepresent their attitude .secondly, in this current study data is only gathered
from one city, so from different cities it can be gathered. Current study only focuses on urban
area turnover rate. Thirdly the sample size not too much and number of females are far less
than males. In future equal ratio can be taken. No PHD employee is included in this current
research. Fourthly this current study is conducted during recession era; results may be
different in case of boom period. Fifthly the numbers of variables included in current study is
less so more variables can be taken for study.
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