Emotional Intelligence, Self-efficacy and Turnover : Evidence from Service Employees in China

Abstract

Turnover is on the rise among service employees in China; thus, there is increased pressure for scholars and practitioners to find new ways to reduce turnover despite decades of research. This study sought to further comprehend the psychological dynamics of employee turnover among Chinese service employees. Utilizing an empirical methodology, this research develops a new conceptual framework, and provides evidence for two behavioral theories: Social Cognitive Theory and Conservation of Resources Theory. The findings reveal consequential links between emotional intelligence, self-efficacy, job stress, job satisfaction and turnover intention. The results of this study also underline the importance of emotional intelligence for service employees in 21st Century China. This sample set is taken from a younger and more educated workforce that is likely representative of a new generation of service employees in China. Based on the behavioral theories used to develop the conceptual framework, this study also highlights the significance of psychology for improving service employee job satisfaction and reducing turnover and job stress. Considering the continuously changing environment in China, stress is likely to continue to be an important factor among Chinese service employees. This research emphasizes how emotional intelligence and self-efficacy play a part in reducing job stress and improving job satisfaction for service employees. According to this study increased emotional intelligence and self-efficacy can significantly reduce job stress and turnover intention; furthermore, job satisfaction is also increased by developing emotional intelligence and self-efficacy. Practical implications suggest that employers should carefully consider the emotional intelligence of their employees and accumulated job stress in order to reduce turnover rates. Training programs designed to improve emotional intelligence should prove to be priceless tools for managers of service employees, especially when they are interested in reducing turnover and job stress. Future research employing this framework and findings could provide a better comprehension of the persistent problem of employee turnover throughout the world. As globalization, climate change and economic development drive change throughout the world there is little doubt that employee turnover will continue to bedevil practitioners and scholars.