Human Resource Management Practices and Employee Turnover Intentions Nexus: Does the Mediating Role of Job Satisfaction Matter?

Isaac Kofi Dasilveira,Alfred Quarcoo,Isaac Adjei Mensah,Jingzhao Yang

doi:10.4236/ojbm.2020.81001

Abstract

This current paper explores the nexus amid human resource management practices and employee turnover intentions in private organizations in an evolving economy, Ghana. Particularly, the study is centered on the mediating role of job satisfaction within the relationship between human resource management and employee turnover intentions. The study depended solely on a survey approach through purposive and simple random sampling techniques. The survey was conducted among the top ten private organizations in Ghana via purposive sampling approach whereas the simple random sampling method was used to select 20 respondents from each selected firm. A total of 200 questionnaires were administered, of 186 were valid to be used representing a response rate of 93%. The application of a path analysis approach showed that; 1) both HRM practices and job satisfaction have a significant negative effect on employee turnover intentions, 2) there is a significant positive relationship between HRM practices and job satisfaction, 3) job satisfaction efficiently mediates the relationship between HRM practices and employee turnover intentions. The results from the analysis statistically indicate that leaders in various private organizations must develop a strategy by which they can improve management practices to enhance employee job satisfaction, which will then reduce or have a negative effect on employee turnover intensions. We thus conclude that job satisfaction really matters within the affiliation between HRM practices and employee turn intentions.

Highlights

Turnover intention is defined as individual movement across the membership boundary of an organization [1]
The results revealed that Human resource management (HRM) practices had strong significant positive impact on job satisfaction. [36] surveyed 120 respondents through questionnaire administration; data were analyzed by using Pearson correlation analysis and concluded that, HRM practices have a significant relationship with job satisfaction
Though numerous researches have established the liaison between HRM practices and employee turnover intentions, the point of this exploration is cross-examined the intervening or mediating role of job satisfaction among the affiliation amid HRM practices and employee turnover intentions using information from a developing country Ghana

Summary

Introduction

Turnover intention is defined as individual movement across the membership boundary of an organization [1]. One theory specifies employee’s decision to resign is influenced by two factors which include their perceived ease of movement which is referred to as the assessment of perceived alternatives and perceived desirability of movement which is influenced for instance by job satisfaction [3]. This describes how balance is struck both for the organization and its employees in terms of inducements such as par and contributions, work which ensures continued organizational efficiency. At the same time managers should be aware of the question whether the decision to leave could have been prevented by the organization. It would be realistic to manage this turnover as unavoidable rather than spend on theorized preventive measures such as increasing pay

Methods

Results

Conclusion