Job Satisfaction and Commitment on Employee Turnover (Research Paper Sample)

Evaluating relationship between, job satisfaction, and commitment on employee turnover
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Abstract
There are numerous studies on the factors affecting employee turnover. However, the relationship between job satisfaction, commitment and employee turnover has less been studied. This study addressed this research gap through examination of the connection between job satisfaction, commitment and employee turnover. Data from 146 questionnaires administered to employees from a variety of organizations was utilized to appraise the association between job satisfaction, commitment and employee turnover. The results show that there is negative relationship between job satisfaction and employees turnover. In addition, there is negative relationship between commitment and employees turnover
CHAPTER ONE: INTRODUCTION
Problem Statement
Employee turnover has been a subject of study for practitioners and scholars in management, economics and psychology fields. Employee turnover can result in positive outcomes such as the elimination of poor performers (Mowday, Porter & Steers, 2013). In addition, the turnover of workers can lead to the incurrence of considerable costs, loss of productivity and poor organizational image. There are numerous studies on the factors affecting employee turnover. However, the impact of both job satisfaction and commitment on employee turnover has less been studied.
Research questions
The study intends to utilize the subsequent research questions in addressing the research gap:
1 What is the relationship between job commitment and employee turnover?
2 What is the relationship between commitment and employee turnover?
Research objectives
The ensuing objectives will guide the study in answering the research questions:
1 To examine the relationship between job satisfaction and employee turnover.
2 To examine the relationship between, commitment and employees turnover.
Significance of the study
The findings that will be attained from this study are anticipated to be helpful to entities that desire to not only optimally manage human resources, but also decrease employee turnover.
CHAPTER TWO: LITERATURE REVIEW
Theoretical Framework
Job satisfaction reflects how well employees’ expectations regarding a job are matched with their work reality (Herzberg, Mausner & Snyderman, 2011). Employees appraise job satisfaction, not only the basis of intrinsic job fundamentals such as appreciation, but also on extrinsic job basics such as benefits.
According to Nadiri and Tanova (2010), an employees’ level of job satisfaction mirrors their collective level of job expectations that have been fulfilled. This implies that workers anticipate a job to offer a blend of the components mentioned earlier. However, every worker has separate favored values. The variety and significance of the preferences differ across workers (Chen, Ployhart, Thomas, Anderson & Bliese, 2011). Accumulation of unfulfilled expectations up to a critical threshold is capable of resulting in declining job contentment. Subsequently, the number of dissatisfied employees will increase, resulting in increased employee turnover.
Tooksoon (2011) argues that employees are apt to assessing job satisfaction elements, particularly intrinsic essentials more accurately when the place of work’s culture is agreeable and supportive. Such aspects of organizational culture are perceived by a number of researchers as job satisfaction antecedents (Joo & Park, 2010). A helpful and agreeable workplace is a vital pointer of job fulfillment. There is a positive correspondence between professionalism in the place of work and job fulfillment. Negative associations that are statistically significant have been established between employee turnover and a resourceful place of work.
Job contentment is a major determinant of employee turnover that has been recognized as one of the most researched variables in organizational psychology (Kim, & Brymer, 2011). Motivation not only drives persons, but also determines their satisfaction level. Researchers have long-established the significance of communal relations and inherent factors in forecasting job satisfaction. The generalization that public-sector experts undergo problematically low work contentment has not been supported (Valentine, Godkin, Fleischman & Kidwell, 2011). Personality aspects that are partially determined by an employee's genetic disposition affect job satisfaction because of choice mechanisms that lead to disparities in working conditions. Similarly, disposition can be interrelated to job satisfaction.
There are other instances where higher levels of Human Resource Management practice are linked to declining job satisfaction levels (De Gieter, Hofmans&Pepermans, 2011). The outcomes suggested the manner in which managers implement practices of personnel management might be a more vital determinant of worker' job contentment than the number of executed practices.
Various conceptual frameworks have been created by researchers to model employee turnover. Scholars hypothesize that employee turnover is capable of being projected via the utilization of ample measures of job contentment (Zhang & Feng, 2011). High job satisfaction is linked to low employee turnover. The inverse correspondence between job contentment and employee intention is widely recognized (Tsai & Wu, 2010). Job satisfaction’s inverse relation to employee intention is imperative to investigations in organizational behavior.
Research shows that turnover intentions are capable of moderating job satisfaction association to the real worker turnover (Jordan & Troth, 2011). Statistically significant associations have been put forward to explore the actual leaving behavior and the leaving employee conditions. Employee turnover is a problem that has been persistent in the field of personnel management (Aydogdu & Asikgil, 2011).When staff is pleased with their work, employee turnover declines in the organization. The employee turnover increases when the workers are not content or are denied their rights.
Organization Commitment
According to Aydogdu and Asikgil (2011), organizational commitment entails the adherence to an entity’s goals and an employee’s willingness to continue being part of the firm. Firms that offer training to their employees increase their commitment and employability. The organizational commitment is negatively associated with employee turnover. The more an employee is committed to an organization, the more the employee is more productive in an organization (Amstad, Meier, Fasel, Elfering, & Semmer, 2011).
Job Satisfaction, Commitment and Employee turnover
Mowday, Porter and Steers note that organizational researchers have depicted that job contentment is positively related with employee yield and negatively linked to employee turnover. Superior job contentment is linked to better productivity. The findings are in tandem with research indicating that work fulfillment has a positive relation to worker commitment. Research confirms that more contented staff member have greater committed to their organization as opposed to their less satisfied counterparts. Lower levels of commitment are connected to voluntary turnover. Consequently, organization commitment and personal satisfaction is inversely related to employee turnover.
Hypotheses
Employee turnover is the dependent variable for the study. Employee turnover is a suitable dependent variable for the study since it is connected with real turnover behavior (Bowling, 2014). In addition, it enables more person control as opposed to the actual employee turnover that is harder to predict due to the effect of numerous external factors. The following hypotheses were used for the research:
H1: High Job Satisfaction results in Low Employee Turnover.
H2: High employee commitment leads to low employee turnover.
CHARTER THREE: RESEARCH METHODOLOGY
Research design
The current study adopted a descriptive approach in assessing the correlation between commitment, job satisfaction, and employment turnover. Bryman (2012) argues that descriptive studies reveal the present situation via verifying the developed hypotheses. In addition, this type of research provides information about the existing situation. The present research utilized convenience sampling. Convenience sampling is a method that enables the gathering of appropriate data from a unit of study that is suitably accessible (Bowling, 2014). Questionnaires were then administered to the selected respondents.
Sampling techniques and sample size
The researcher used convenient sampling to select 150 respondents from a variety of organizations to take part in the self-administered questionnaire. Study objectives and queries were explained to the respondents to simplify filling of the questionnaires and increase the likelihood of appropriate responses being given. 146 questionnaires were chosen and the other 4 questionnaires were excluded in the further analysis because they were half-finished or had inappropriate responses. The selected questionnaires were then keyed into the SPSS sheet for further analysis.
Data type and source
The researcher will rely on primary data, which is data collected from the field through the use of a questionnaire.
Instruments and Measures
This section of the study was created on the basis of the utilized questionnaires. The first variable of the study was the turnover intention. The Second variable was job satisfaction. The third variable was commitment.
CHAPTER FOUR: DATA ANALYSIS
Correlation and Regression analysis using spss
Descriptive Statistics


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