Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover

Hamdia Mudor

doi:10.22610/jebs.v2i2.220

Abstract

This paper attempts to propose a conceptual framework consisting of three human resources management (HRM) practice (supervision, job training, and pay practices), job satisfaction, and turnover, and to explain the relationships among these variables. Job satisfaction played an important role to employeesâ€™ turnover because it would lead employee resigned when their job satisfaction is low. The results indicate HRM practice a positively and significantly correlated with job satisfaction. On the other hand HRM practice and job satisfaction are negatively and significantly correlated with turnover. However, the results of HRM practice and job satisfaction are strong predictors of turnover.

Highlights

In previously studies, there are plentiful of job satisfaction research that often in two different types of variable which effect on job satisfaction (Steijn, 2002)
Amah (2009) stressed that job satisfaction was found to have a direct negative relationship with turnover intention. These results indicate that the effect of job satisfaction on turnover can be enhanced in two ways; namely, when employees find congruence between their job and their self identity, and when involvement in such jobs enhances their overall life satisfaction
The human resource management practices or human resources management (HRM) practices have to be addressed in this position, in order to examine the behavior and performance of the employees

Summary

Introduction

There are plentiful of job satisfaction research that often in two different types of variable which effect on job satisfaction (Steijn, 2002). In the second place in most studies are work environment as supported by Herzberg (1966) as the primary determinant of employee job satisfaction. According to Cranny, Smith and Stone (1992) job satisfaction is a combination of cognitive and affective reactions to the differential perceptions of what an employee wants to receive compared to what he or she receives. Regardless of job satisfaction the organization or firm would confront with the cost of recruitment caused by turnover. For this reason, the organization should pay attention to employees’ job satisfaction as well

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Conclusion