Abstract
Turnover intention has become one of the most serious issues in organizations around the world. Hence, most organizations encourage family-friendly practices (FFPs) to retain employees and to reduce high turnover risk. A plethora of research has confirmed FFPs as a fruitful predictor of turnover intention. However, what is not yet known is whether FFPs directly influence turnover intention or indirectly through organizational citizenship behavior (OCB). To fill the gap, the present study examined the effect of FFPs on employees’ intention to quit. On top of that, the mediating role of OCB in the purported link was also examined. Data were collected from 338 health sector employees using a structured questionnaire. The results of the structural equation modeling using AMOS indicated a significant negative relationship between FFPs and employees’ intention to quit. Moreover, OCB negatively influences employees’ intention to quit and partially mediates the path between family-friendly practices and intention to quit. Based on theoretical and empirical evidence, this study advances existing knowledge and further understanding of organizational work practices. This study recommends that organizations should encourage FFPs to mitigate turnover rate among employees.
Highlights
In today’s era, human capital is considered the sole irreplaceable asset for organizations (Liao et al, 2009). Dias et al (2018) and Fatoni et al (2018) elaborated on the importance of employees in organizations and stated that those having positive behavioral intentions bring positive change in their organizations
To fill this research gap, the present study explored the importance of providing family-friendly practices (FFPs) to employees as a remedial measure to reduce the employees’ job quitting intention, along with the presence of organizational citizenship behavior (OCB) to find that these practices need to be supported by employees’ extra-ordinary work behavior to influence their job quitting intentions
The results showed that the data had a good fit to the model, such as root mean square residual (RMR)=0.020, root mean square error of approximation (RMSEA)=0.082, comparative fit index (CFI)= 0.945, goodness fit index (GFI)=0.880, adjusted goodness of fit (AGFI)=0.844, and Tucker Lewis index (TLI)=0.935 as recommended by Hair et al (2011)
Summary
In today’s era, human capital is considered the sole irreplaceable asset for organizations (Liao et al, 2009). Dias et al (2018) and Fatoni et al (2018) elaborated on the importance of employees in organizations and stated that those having positive behavioral intentions bring positive change in their organizations. Dias et al (2018) and Fatoni et al (2018) elaborated on the importance of employees in organizations and stated that those having positive behavioral intentions bring positive change in their organizations They are among the most significant resources in the 5Ms of management which include: human capital, money, machinery, materials, and methods (Chawla & Tripathi, 2015). Due to its control over other resources, human capital is the most significant for an organization It plays an essential role in nurturing and facilitating organizations in efficient and effective utilization of other resources (Ali & Ahmed, 2009). This attribute makes human capital the most important factor of production. This efficiency is enhanced through innovative utilization of other resources, where the stock of individual tacit knowledge is of paramount importance for organizations (Seidler-de Alwis & Hartmann, 2008).When an employee leaves the organization, it signals an alarming situation to the organization to develop a strong management system to retain the knowledge possessed by its employees, those employees who have intention to leave the organization
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