Abstract
The purpose of this study was to investigate how turnover intention relates to job satisfaction, organizational commitment, leadership, job performance, and work-family conflict among manufacturing workers in Tennessee, USA. A causal model was proposed, and a turnover intention survey questionnaire for manufacturing workers was developed. The data were collected from manufacturing companies in the Tennessee area and analyzed by SPSS and structural equation modeling (SEM). The results of our study indicated that job satisfaction and organizational commitment negatively and significantly affected manufacturing workers’ turnover intentions, while work-family conflict positively and significantly affected turnover intentions. Although leadership indirectly influenced turnover intention, its effects on turnover intention were fully mediated by job satisfaction and organizational commitment. No effect of job performance on turnover intention was found in this study with manufacturing workers. The results suggested that policies for enhancing worker job satisfaction and organizational commitment, balancing work-family conflict, and improving leadership style should be proposed to reduce turnover intention.
Highlights
Employee turnover has been studied by management scholars and practitioners for many decades, and it remains a critical issue of widespread interest for organizations and managers (Allen, Bryant, & Vardaman, 2010)
The same result was found from many different scholars who all concluded that manufacturing workers are satisfied with their jobs, leading to a decrease in turnover intention (Hellman,1997; Lu, While & Barriball 2005; Hayes et al, 2006)
In this study of manufacturing companies, we tested the relationship among job satisfaction, organizational commitment, leadership, work-family conflict, job performance, and turnover intention
Summary
Employee turnover has been studied by management scholars and practitioners for many decades, and it remains a critical issue of widespread interest for organizations and managers (Allen, Bryant, & Vardaman, 2010). Employee turnover refers to workers who leave their organization and are replaced by new employees. A high employee turnover rate has become a severe problem in American society. The high voluntary turnover rate has more disadvantages than advantages. The first mainly negative effects of employee turnover are the potentially high costs associated with replacing a departed employee. The costs associated with recruiting, selecting, and training new employees are always very high, so organizations always want to increase their skilled employees’ commitment and improve their skilled employees’ retention. The second highly impactful negative effects of employee turnover are the disruption of organizational function, such as decreased performance and unfulfilled daily functions
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