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This Master's Thesis deals with the topics of employee turnover and job satisfaction, more precisely with the way in which job satisfaction can influence employee turnover in a company. The goal of the Thesis is to design a way to analyse job satisfaction in an organization and determine the way in which job satisfaction influences the turnover potential of current employees. The Thesis is divided into three main chapters. The first chapter is a literary research that deals with topics of employee turnover, job satisfaction and the relationship between the two. The second chapter describes the environment in which the data for empirical research was collected, the tools used for data collection and summarizes hypotheses and goals for the empirical part. The final chapter presents the results of the research, evaluation of the problematic areas in the organization and author's recommendations for addressing the discovered shortcomings in the future.

A job satisfaction questionnaire measuring satisfaction with various job aspects was administered to 458 male equipment operators in 30 district offices of a North Texas based petroleum services company to determine whether mean district scores on any of nine sub-scales developed through factor analysis or on the composite overall satisfaction scale were predictive of subsequent district turnover rate. Eight of the nine sub-scales were correlated with district turnover rate at the .05 level or better. Overall satisfaction was also significantly related to district turnover rate (r = .57, p < .001). It was concluded that the instrument is a valid indicator of subsequent employee turnover rate in the population studied. However, a cross-validation was suggested to determine whether the relationships can be generalized to other populations.

This dissertation provides further insight into the well-researched question of whether and how job performance has an impact on employee turnover. Moreover, this study takes this relationship one step further by investigating the less researched area of turnover destinations, specifically whether turnover destination may impact the performance - turnover relationship. All of these relationships are studied in the South African business context, thereby providing an understanding of these constructs from a perspective that has been less researched in the literature. The research question that this study aims to answer is ‘does employee turnover to alternate destinations differ by performance’. The initial hypotheses proposed compare the relationship between job performance and employee turnover with the subsequent hypotheses looking at the impact of performance on different external turnover destinations. The destinations considered in this study concern moving to the same job in a different organisation, a different job in a different organisation and finally, leaving the workforce. The study follows a quantitative paradigm and uses a combination of archival records and a survey method to gather the data. A convenience sampling method was adopted and four organisations, all located in the Johannesburg region, were selected to participate in the study, based on accessibility to information. The final sample, which included stayers that were purposefully matched to leavers based on a number of criteria, consisted of 298 respondents. All respondents were white collar workers and professionals. 2 Various statistical techniques were employed to investigate the research question and the hypotheses that were put forward. Correlations, comparisons of means tests (ANOVA’s and t-tests) and multiple logistic regressions were the main statistical techniques that were adopted in this study. The results produced are in line with the findings of many other studies and show firstly that job performance does impact employee turnover such that higher performance levels are associated with lower levels of turnover. Furthermore, evidence was found to suggest that low performance made the destination choice of leaving the workforce or moving to a different job in a different organisation more likely. No significant results were found in respect of the relationship between job performance and the destination category of moving to the same job in a different organisation. The implications of such findings has an impact on the way in which businesses today manage and retain the high performing individuals in their organisations. With high performers being more likely to leave an organisation, managers need to increase the effort that they make to retain key employees that are pivotal in an organisation’s success. Furthermore, organisations need to implement initiatives that aim to manage the performance of poor performing individuals that are not contributing at an acceptable level.

Withdrawal behaviors such as absenteeism, tardiness, turnover intention, and employee disengagement adversely affect organizations, costing billions of dollars annually. However, there is limited research on the best practices for minimizing the effects of employee withdrawal. The purpose of this qualitative case study was to explore best practices leaders need to mitigate the effects of withdrawal behaviors on organizations. The social learning theory (SLT) served as the conceptual framework for this study. Ten participants were interviewed, including 4 healthcare leaders and 6 health service workers from a correctional facility nursing department in the Southeastern United States. Scholars have indicated that correctional healthcare personnel exhibit high levels of employee withdrawal including absenteeism and turnover. Data from semistructured interviews were analyzed and compared with training and disciplinary policy statements for methodological triangulation. Several themes emerged including a need for leadership engagement, staff accountability, and an organizational culture that discourages withdrawal behaviors. The findings may contribute to the body of knowledge regarding best practices that leaders can utilize to diminish adverse effects withdrawal behaviors have on organizations. Information derived from this study might contribute to social change by decreasing the expense of employee withdrawal behaviors on citizens and reallocate taxpayer resources to appropriations necessary for public inpatient mental health treatment facilities.

Employee turnover is important to individuals; organizations and society. From an individual’s perspective, turnover can have both potentially positive and negative consequences not just on himself or herself, but also on his or her family members and those who remain with the organization, irrespective of whether they are close associates with the person who has decided to leave the organization. From the organizational perspective, employee turnover can be costly - time and effort on loss recruitment, training, socialization investments, disruption, etc. From the societal perspective, turnover can bring in significant consequences which include mobility and migration to new industries and organizations for economic development. This study focuses on the relationship between one of the antecedents of organizational commitment – group/leader relations and the turnover intention of local marketing officers in securities firms owned by foreign interests in Hong Kong. Various studies have shown that the antecedents of organizational commitment such as personal traits, job characteristics, group and leader relations and company attributes are related to the turnover intention of staff but not much of it has been done in Hong Kong. The primary objective of this study is to propose a parsimonious model to address the issue of employee withdrawal among a sample of marketing executives working in foreign securities firms in Hong Kong SAR. The research design is quantitative in nature, testing various hypotheses on two levels of exchange within organizations - between subordinate and organization and between subordinate and supervisor. Factors involved in the first category of exchange – subordinate/organization are referred to as organizational factors and those in the second category (subordinate/supervisor) as supervisory factors. / These factors were regressed against turnover intention to establish their role in the employee withdrawal process. Organization commitment was then introduced into the model as a mediating variable and results on further regression of the organizational and supervisory factors against turnover intention were noted. Before organizational commitment was introduced as a mediating variable, all the hypotheses with the exception of leader participation were rejected. When organizational commitment was introduced as a mediating variable on the regression of turnover intention on organizational and supervisory constructs, all of the hypotheses with the exception of group cohesiveness and leader participation were rejected. While the results seemed to lend some support to the postulation on the important role played by organizational commitment and group/leader relations in the employee withdrawal process, more studies must be carried out to substantiate the findings. Directions on future study were discussed and managerial implications for both practitioners and researchers were suggested.

Internal Marketing is a strategy to reduce employee turnover and related high costs. It is a strategy of applying marketing philosophy and principles to people who serve the external customer so that the best possible people can be employed and retained, and so that they will do the best possible work. Many studies offer insights into the relationship between job satisfaction, and employee turnover. This study tries to use these variables to predict turnover intension and in order to offer possible solution to the problem of excessive turnover. The results found that all of the internal marketing practices, include training, management support, internal communication, personnel management and involvement in external communication have positive impact on job satisfaction,but negative impact on employee turnover intension.

The retention of artisans is becoming an increasingly important challenge faced by many organisations. The decision to intensify artisan retention strategies arises from the fact that there is currently a shortage of artisans in the country. This situation is aggravated by the fact that many of our country's current supply of artisans are being lured away to Canada and Australia by the highly competitive packages offered them. For effective retention of their artisans, organisations must be aware of the factors that artisans perceive as being important in the decision to remain with an organisation. The main research objective was, therefore, to establish the factors that are important for artisan retention. It was also decided to measure the level of intention to leave among a sample of artisans, as there were no results available from previous research. The research was explorative in nature and a mixed-methods design was used to achieve the objectives. The participants were selected by means of a judgement sample to consist only of participants who hold a formal qualification as an artisan, as prescribed by Sector Education and Training Authority (SETA) standards. Employees were requested to take part voluntarily in the research and a total population of 14 employees responded (N = 14). A semi-structured interview was used as means of collecting the qualitative data, while the quantitative data were collected by means of questionnaires. The results indicated that remuneration had the highest rank of all the factors for the retention of artisans, closely followed by development opportunity in second place. Other factors that were also perceived as important for artisan retention by the participants included equality (ranked third), recognition (ranked fourth), management and the working environment (ranked fifth), working relationships (ranked sixth), while change management, job security, belongingness, the merit system, job satisfaction and employee wellness were all ranked jointly in seventh place. With regard to Turnover Intention, the results indicated a mean score of 2,38 out of 5,00; it can thus be concluded that the sample reported an average level of turnover intention. The spread of the scores was quite large, indicating that some artisans had a strong intention to continue working at the organisation, while others were likely to consider other offers. By way of conclusion, recommendations were made both for the organisation and for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2010.

The retention of artisans is becoming an increasingly important challenge faced by many organisations. The decision to intensify artisan retention strategies arises from the fact that there is currently a shortage of artisans in the country. This situation is aggravated by the fact that many of our country's current supply of artisans are being lured away to Canada and Australia by the highly competitive packages offered them. For effective retention of their artisans, organisations must be aware of the factors that artisans perceive as being important in the decision to remain with an organisation. The main research objective was, therefore, to establish the factors that are important for artisan retention. It was also decided to measure the level of intention to leave among a sample of artisans, as there were no results available from previous research. The research was explorative in nature and a mixed-methods design was used to achieve the objectives. The participants were selected by means of a judgement sample to consist only of participants who hold a formal qualification as an artisan, as prescribed by Sector Education and Training Authority (SETA) standards. Employees were requested to take part voluntarily in the research and a total population of 14 employees responded (N = 14). A semi-structured interview was used as means of collecting the qualitative data, while the quantitative data were collected by means of questionnaires. The results indicated that remuneration had the highest rank of all the factors for the retention of artisans, closely followed by development opportunity in second place. Other factors that were also perceived as important for artisan retention by the participants included equality (ranked third), recognition (ranked fourth), management and the working environment (ranked fifth), working relationships (ranked sixth), while change management, job security, belongingness, the merit system, job satisfaction and employee wellness were all ranked jointly in seventh place. With regard to Turnover Intention, the results indicated a mean score of 2,38 out of 5,00; it can thus be concluded that the sample reported an average level of turnover intention. The spread of the scores was quite large, indicating that some artisans had a strong intention to continue working at the organisation, while others were likely to consider other offers. By way of conclusion, recommendations were made both for the organisation and for future research. / Thesis (M.A. (Industrial Psychology))--North-West University, Vaal Triangle Campus, 2010.

Commercial buildings are among the largest consumers of energy. In an attempt to control and reduce operating expenses, building owners and organizations leasing commercial space are pursuing energy efficiency measures to generate a higher return on investment. In this study, an extensive literature review is used to identify and discuss energy efficiency considerations for medium-size building owners and how savings from these measures may benefit organizations through employee satisfaction and retention. For the purpose of this study, the specific topics related to commercial building energy efficiency that were investigated include (1) outcomes of building retrofits (2) corporate social responsibility and performance; (3) performance of energy efficient buildings; (4) employee commitment, satisfaction productivity and organizational profitability; (5) green companies and employee attraction; (6) the cost of turnover. There is little literature specifically focused on the impact that energy efficient buildings have on medium-sized building owners and no literature that quantifies the financial benefits through a reduction in employee turnover or attrition. Facility managers of all building sizes will benefit from gaining (1) a broad understanding of the impact of energy efficiency measures on employees (2) the ability to articulate the impact of the building’s role on employee productivity, turnover and other HR related issues (3) the insight needed to contribute to strategic discussions within their organization about how facilities can benefit organizational profitability. This research does not attempt to claim or determine a causal relationship between energy efficiency and employee turnover however it does discuss issues that that could affect employee attrition.. Further research to determine this causality would benefit the study of energy efficiency and its total impact on organizations.