The role of the work itself

Especially in view of the increasing skill shortage, the retention of information technology (IT) workers in organizations remains one of the three most important IT management issues for practitioners [11]. Organizations are confronted with two relevant behavioral outcomes on behalf of IT workers in this context: turnover and turnaway. While turnover means that IT workers leave their employer and start working for another employer while staying in the IT profession, turnaway reflects the abandonment of the IT profession [9]. Previous research emerging from the CPR community examines a variety of factors that lead to IT workers' turnover and turnaway, e.g. perceived job alternatives [10, 12], job satisfaction, organizational commitment [13], or personality attributes [5]. These can be classified into three categories on a superior level: individual, job-related, and organization-related factors [10]. Do these factors no longer fit with the IT workers' expectations, the intention to turn over or turn away is developed. The influence of the existing or absent fit on workers' individual outcomes, such as turnover or turnaway, is grounded in person-environment fit theory [6, 8]. In the work-related context, this environment fit consists of five dimensions: --person-vocation fit (the worker's fit with the profession s/he chose),--person-job fit (the worker's fit with the job s/he is currently working in),--person-organization fit (the worker's fit with the organization, where s/he is currently employed),--person-group fit (the worker's fit with the work group or team s/he is working with), and--person-person fit (the worker's fit with her/his supervisor).The person-environment fit theory has already taken up in information systems research examining the development of single fit dimensions out of work-related factors [14, 15].In our research, we focus on the entirety of fit dimensions as included in the person-environment fit theory as well as on their influence of IT workers' turnover and turnaway intention. The analysis will be performed along different demographic characteristics, which have been evidently shown to play a role in previous studies on turnover and turnaway: age [7], gender [9], work experience, and job type [5] (see Figure 1).

The turnover rate of information technology (IT) is one the highest compared to other sectors. To minimize the turnover intention, companies need to take several factors into account, including workload, work–life balance, flexible working, and job satisfaction. The aim of this study is to analyze the relationship among workload, work–life balance, flexible working, and job satisfaction in relation to turnover intention among IT workers. This study is quantitative in nature with a cross-sectional design. Data were collected by distributing questionnaires online. The data obtained covered 272 respondents with a background as IT workers and were subsequently analyzed using the structural equation modeling method in Lisrel software. The results suggest that work–life balance and flexible working can have an indirect effect on turnover intention mediated by job satisfaction. On the other hand, workload has no indirect effect on turnover intention with the mediating effect of job satisfaction.

Aim/Purpose: This study forms part of the World IT Project, which aims to gain a deeper understanding of individual, personal and organisational factors influencing IT staff in a modern, work environment. The project also aims to provide a global view that complements the traditional American/Western view. The purpose of this study is to investigate and report on some of these factors, in particular, the role that job satisfaction has in turnover intention (i.e., changing jobs within the IT industry) and turn-away intention (i.e., moving to another industry other than IT) in South Africa. Background: Several studies have reported on the importance of an employee’s job satisfaction to organisation success, and the various factors that influence it. Most studies on job satisfaction adopted a Westernised and not a global view. Very few empirical studies have been conducted on job satisfaction of IT workers in South Africa. This paper reports on the individual, personal and organisational factors that influence the job satisfaction of IT staff in South Africa. Methodology: The study uses statistical analysis of survey data acquired through the World IT Project. Both online and paper based questionnaires were used. A sample size of 301 respondents was obtained from the survey, which was conducted over a period of 6 months during 2017. The factors that influence IT job satisfaction were analysed using correlation analysis, multiple regression analysis and discriminant analysis. The factors investigated were employee and organisational demographics, aspects of occupational culture, and various job-related individual issues. Contribution: This paper presents the only study focused specifically on turnover and turn-away intention amongst IT staff in South Africa. The final proposed model, grounded in the empirical dataset, clearly shows job satisfaction as a strong mediating construct explaining most of the variance in the IT professional’s intention to leave the organisation (i.e. their turnover intention) and the industry (i.e. their turn-away intention). Findings: The findings revealed that there was a significant correlation between job satisfaction and turnover intention as well as between job satisfaction and turn-away intention of IT staff. Perceived professional self-efficacy, strain and experience were also highly correlated with turnover intention. Professional self-efficacy was also significantly correlated with turn-away intention. Based on the analyses that were conducted, a research model is presented that shows the relationships between the various antecedents of turnover and turn-away intention. Recommendations for Practitioners: Managers in organisations dealing with the shortage of IT skills can use the model to plan interventions to reduce IT staff turnover rates by focussing on addressing the identified individual issues such as strain, job (in)security and work load as well as the personal value and IT occupational culture issues. Recommendation for Researchers: Researchers in the field of IT staff recruitment and management can find value for their research in the proposed refined model of IT job satisfaction and turnover intention. Future research could possibly replicate the study in other countries or could focus on different factors. Impact on Society: IT skills play a crucial role in society today and are therefore in high demand. However, this demand is not being satisfied by the current rate of supply. Research into what factors influence IT staff to leave the organisation or the industry can assist managers with improving their employee relations and job conditions so as to reduce this turnover and increase organisations’ and society’s competitiveness and economic growth. Future Research: It would be interesting to determine if the findings are similar for a sample of smaller organisations and/or younger IT employees since this study focussed on larger organisations and more experienced staff. Future research could also compare the findings of South African organisations with those in other countries.

PurposeThe paper aims to analyze the relationships between ethical leadership (EL), job satisfaction (JS), affective commitment (AC) and turnover intention (TI) that might make accountants quit withdrawal and become productive and useful in private organizations operating in Istanbul.Design/methodology/approachData were collected through an online survey using a simple random sampling methodology, obtained from 153 accountants working in companies in Istanbul. The methodology included descriptive statistics, factor analysis, structural equation modeling and mediation analysis.FindingsConcerning direct relationships between EL, JS, AC and TI, EL has significant positive associations with JS and AC, whereas EL has a significant negative association with TI. JS has a significant positive association with AC, whereas JS has a significant negative association with TI. Also, AC has a weak significant negative association with TI. Given indirect relationships among EL, JS, AC and TI, JS and AC mediate the relationship between EL and TI. Finally, a similarity is found when comparing Generation X and Generation Y in terms of overall JS, AC and TI.Research limitations/implicationsThe study is limited solely to companies functioning in Istanbul and incorporates a low number of respondents. Therefore, the results cannot be considered to be accurate for the whole country. The study might guide both private and public organizations in which owners/managers develop strategic plans.Originality/valueThe study fills the gap in research on organizational behavior where little has existed until now that probes the EL–JS–AC–TI links in Turkey. A few studies measure the TIs of accountants. Furthermore, EL and AC are rarely evaluated in the field of accounting in Turkey.

This study examines the effects of isolation among information technology (IT) workers on organizational commitment, job satisfaction, and job performance. A survey questionnaire was used to measure the impact of worker isolation on organizational commitment, job satisfaction, and job performance. The survey instrument was first tested for validity and then emailed to 500 IT employees working in Fortune 500 companies in the United States. A total of 101 valid responses were received. Statistical analysis of the survey data was conducted using reliability testing and correlation analysis. The findings reveal a statistically significant relationship between worker isolation and job performance. The results also indicate that higher organizational commitment leads to higher job satisfaction, which in turn results in improved job performance among IT workers. This study is not an exhaustive survey of all organizations in the United States, as it considers only the opinions of IT employees from selected companies. A case study approach may provide a more in-depth analysis of the relationship between isolation and performance. Organizations should make the necessary investments to develop strategies to address worker isolation in the IT sector and mitigate its effects on job performance. This study provides valuable empirical evidence for the design and implementation of competitive strategies and for determining appropriate dimensions of job performance measurement.

With Human Resource Management being recognized as a strategic partner, organizations are keen on refining their existing Human Resources Management practices. Yet retaining effective and efficient employees has been a critical issue in this century. Furthermore, managing multi-generational workforce with different traits have become a widely discussed topic. Through studies, researchers have identified different factors that have an impact on employee turnover intention. This study is aimed to assess the effect of motivation on turnover intention and to assess the moderating role of generation gap between motivation and turnover intention among employees of ABC Private Limited. This study follows deductive approach and mono-method quantitative methodological choice with cross-sectional time horizon. Primary data was collected through a pre-tested questionnaire, which were statistically verified as reliable and valid. The data was collected from a sample of 83 executives of the ABC Private Limited and analyzed using IBM SPSS software through descriptive and inferential statistical tests. Through the findings of this study, it is found that intrinsic motivation has a significant negative nexus with turnover intention. The direct impact of intrinsic motivation on turnover intention is also significant. Furthermore, a negative significant nexus between extrinsic motivation and turnover intention is found and the direct influence of extrinsic motivation on turnover intentions, which is significant. In addition, it is found that motivation has a significant negative nexus with turnover intention. Moreover, this study concluded declaring that generational differences significantly moderates the nexus between motivation and turnover intention. It is recommended to use a mixture of motivational factors, both intrinsic and extrinsic, to reduce employee turnover intention. Furthermore, it is suggested to consider composition of generations in the workforce when determining intrinsic and extrinsic motivation factors.

Talent retention is of particular concern in the information technology (IT) sector owing to globalisation, the skills shortage and rapidly advancing technology. Employee turnover has significant costs and negative consequences for organisations. The objective of this study was to explore the association between employees’ experiences of work-life balance (as measured by the Survey Work-Home Interaction- Nijmegen), job satisfaction (as measured by the Minnesota Satisfaction Questionnaire) and their turnover intention (as measured by the Turnover Intention Scale). A random sample of 79 permanently employed salaried employees in a South African IT company participated in the study. The participants were represented by predominantly white and married people between the ages of 26 and 45 and people with more than 10 years’ tenure. Regression analysis showed that experiences of negative work-home interaction and positive work-home interaction significantly predicted job satisfaction and turnover intention. Job satisfaction also significantly predicted turnover intention. However, no interaction effect was observed between overall work-life balance and job satisfaction in predicting turnover intention. White employees had significantly stronger experiences of job satisfaction and negative home-work interface, while black employees had significantly stronger positive experiences of home-work interface and lower levels of job satisfaction. White and black employees, marital status and tenure groups differed significantly regarding their job satisfaction. Talent retention strategies should consider the relationships between work-life balance, job satisfaction and turnover intention.

What promotes teachers’ turnover intention? Evidence from a meta-analysis

Background: The subjects of work behaviour and work perception research of hospital employees are often limited to medical care personnel. While the hospital management system is getting more and more complicated, the hospital supervisors ought to pay more attention to the work perception and turnover intention of the hospital administrative staff as well.Objectives: This study aimed at exploring the organizational commitment, job satisfaction, turnover intention, and other associated factors of medical records room staff in public hospitals, as well as the correlations among those factors. The medical record room staffs of ten public hospitals were selected for the study.Methods: A structural questionnaire was formulated and used for a cross-sectional analysis. In addition to personal characteristics, Meyer and Allen's scales were adopt to measure organizational commitment, while the short form of Minnesota Satisfaction Questionnaire was adopted to measure job satisfaction, and the study of Mobley et al was adopt to gauge turnover intention. In this study, 243 of 402 questionnaires were the effective collected. The effective response rate was 60.45%.Results: According to the results of the multiple regression models, after controlling other variable, family support was the only variable that significantly associated with overall organizational commitment and its three dimensions. Age, educational level and family support were significantly associated with job satisfaction. As to turnover intention, the results showed age is negatively correlated; unmarried employees or employees with Health Care Management degree have stronger turnover intention than those married or employees without such degree. Moreover, stronger family support leads to weaker turnover intention. The same models of the three organizational commitment dimensions showed that affective commitment was the only one significantly negatively associated with turnover intention. The regression models also showed that both intrinsic and extrinsic satisfactions were significantly negatively associated with turnover intention; and only affective commitment was significantly negatively associated with turnover intention, when both organizational commitment and job satisfaction were taken into account.Conclusions: According the results, affective commitment was the most powerful predictor for turnover intention. That is, hospital administrative staff members will be retained and devoted to their works if they have established belonging and affection with their hospitals. The satisfaction with working environment was an important factor for the staff member to decide to stay or resign. Therefore, hospital supervisors must build positive working atmosphere and provide adequate incentives for the staff to create a good working environment. To retain highly educated staff members or those with Health Care Management degree, hospital administrators should offer diversified incentives to promote the staff member's sense of achievement and reduce his/her turnover intention.

Women are largely underrepresented in the Information Technology (IT) workforce. Our research examines the factors related to the work environment that may contribute to the high turnover of women in the IT workforce. There is substantial research providing support for the relationship between job and organizational factors, on one hand, and quality of working life (QWL) (e.g., low job satisfaction and high job strain), on the other hand. In this paper, we conduct secondary data analysis of questionnaire survey collected from a sample of 1,278 employees of a single organization. We examine the impact of gender and job type (i.e. IT job versus non-IT job) on various indicators of quality of working life, as well as on the relationship between job and organizational factors (i.e. feedback, autonomy, skill variety, task significance, task identity and work pressure) and QWL. Results show that IT workers reported higher job satisfaction and lower job strain than non-IT workers. Gender had no impact on QWL. Feedback and autonomy were consistently related to job satisfaction, and work pressure was consistently related to job strain, irrespective of gender and type of job. On the other hand, women IT workers' job satisfaction was affected by work pressure, and women IT workers' job strain was affected by task significance. Women IT workers' job strain was not affected by autonomy, whereas job strain experienced by non-IT workers was affected by autonomy.

Purpose – The objective of this research study is to examine the complicated relationship between work motivation, job satisfaction, job dissatisfaction, and turnover intention of the housekeeping staff in selected four and five-star hotel properties in Jordan by using Herzberg’s Two-Factor theory. Design – A survey design was implemented in this research study. The sample for this research study consists of individuals working in the housekeeping departments of four and five star international hotels in Jordan. Methodology – Cluster analysis, correlation, and t-test were utilized for data analysis. The two-step clusters method was used to cluster groups based on the mean values of job dissatisfaction, as it is a unique concept that explains Herzberg’s Two-Factor Theory and also the work-related behaviour of employees. Approach – The validity of Herzberg’s Two-Factor Theory will be examined as well as examining the complicated relationship among work motivation, job satisfaction, job dissatisfaction, and turnover intention. Findings – The results of this study revealed that there is no relationship between job dissatisfaction of housekeeping staff and job satisfaction, and between job dissatisfaction and job motivation. However, there was a positive relationship between their job satisfaction and work motivation and also between their job dissatisfaction and turnover intention. No relationship was found between their work motivation and turnover intention and between their job satisfaction and turnover intention. Among all fourteen motivational factors, work itself (4.25 out of 5.00) and achievement (4.24 out of 5.00) were ranked at the top, which is consistent with Herzberg’s findings. Salary was the least satisfied/preferred factor in this study. Originality of the research – Having a separate job dissatisfaction construct in a research study is a very unique concept that Herzberg’s Two-Factor Theory (1959) developed and which also contributes to the uniqueness and originality of this study.

Background: The COVID-19 pandemic has rendered a large proportion of the workforce unable to commute to work to mitigate the virus's spread. Employees now based at home might like to continue to Work From Home (WFH). These may be fully, or in some capacity, for the foreseeable future, especially in the IT sector. In view of a sudden change in the work environment, we aimed to study the effects of WFH on Information Technology (IT) workers. Methods: Astudy was conducted using a pre-designed questionnaire to compare WFH with routine work and assess its impact on the worker. A total of 876 IT workers consented and participated in the study. They consisted of workers from Bengaluru, Gurugram, and Pune. IT workers who had worked for more than one year in the office and more than six months in WFH during preceding period were eligible for the study. The data was collected via google forms through snowballing technique. Results: The study included 876 Information Technology workers, of which 564 (64%) were males and 312 (36%) were females. About 324 (37%) of the study participants found the work environment suitable for working. A significant lower proportion of stress and productivity outcomes was seen among males as compared to females. About 336 (38%) would prefer working from home even if the pandemic subsides. Conclusion: WFH has had a negative effect on workers' productivity and work-life balance, especially among females who have been hampered with dual responsibilities of work and home care. Hence most females want to return to working in offices.

Business contexts have changed considerably over the last two decadesnforcing changes (e.g., restructuring, downsizing) in many organisations. Thisnhas affected people's work lives and specifically their job security andnorganisational careers. The 'one employer for life' tradition has been replacednby different career patterns such as, the 'protean career' and the 'boundarylessncareer', which imply personal career responsibility, careers occurring acrossnmany organisations, and decreased organisational commitment. Accordingly,npersonal career commitment has become an important concept in explainingnhow people operate within this dynamic and uncertain work context.nFurthermore, the organisation's career management practices ('career climate')nnow play an important role in the development of organisational commitmentnand other work-related outcome variables.n The main aim of this research was to investigate the interplay betweenncareer-related variables (career climate and career commitment) andnorganisational commitment (affective and normative commitment, highnsacrifice and low alternatives) in explaining a range of outcome variablesn(career satisfaction, job satisfaction, well-being and turnover intentions). Basednon the theoretical literature, a number of mediational models (e.g.,norganisational commitment as a mediator between career climate and outcomenvariables) and moderation models (career commitment as a variable moderatingnthe relationship between career climate and organisational commitment) werenspecified.n Three cross-sectional survey studies were conducted with samples fromndifferent professional backgrounds. Study 1 (N=67) provided a preliminarynassessment of the interrelationships among the variables and a test of thenmediation and moderation models. Results showed that affective commitmentnmediated between career climate and turnover intentions. Also, careerncommitment moderated the relationship between career climate and highnsacrifice such that the relationship was stronger for those employees who werenlower in career commitment.n Study 2 (N=798) examined the research question within a large samplenof employees from a variety of different professional backgrounds andnhierarchical levels. The results showed that the relationship between careernclimate and career satisfaction was mediated by low alternatives. Similarly, thenrelationship between career climate and well-being was mediated by lownalternatives as well as affective commitment. Lastly the relationship betweenncareer climate and turnover intentions was mediated by affective and normativencommitment and high sacrifice. When testing the relationship betweennorganisational commitment and job satisfaction it was found that jobnsatisfaction mediated between career climate and the four components ofnorganisational commitment rather than organisational commitment componentsnmediating between career climate and job satisfaction. The proposednmoderation model was also confirmed. Career commitment moderated thenrelationship between career climate and affective commitment, and betweenncareer climate and low alternatives.n Study 3 (N=288) was designed to replicate these findings in a sample ofnemployees from one profession (teachers). In addition, this study was designednto introduce the concept of career entrenchment, which assesses people'snperceptions of being 'stuck' in their career and job, and to evaluate itsnrelationship with career-related variables (career climate and careerncommitment) and organisational commitment. The mediational results from thisnstudy replicated those from previous studies. The relationship between careernclimate and career satisfaction was mediated by high sacrifice, which alsonmediated the relationship between career climate and turnover intentions. Thenrelationship between career climate and well-being was mediated by lownalternatives and affective commitment, which also mediated between careernclimate and turnover intentions. Job satisfaction mediated between careernclimate and three of the four organisational commitment components. Thenmoderation model was also confirmed. Career commitment moderated thenrelationship between career climate and affective commitment, and betweenncareer climate and high sacrifice. Further results confirmed the three-dimensionalnstructure of career entrenchment, perceived career alternatives,nemotional attachment to the career, and investments in the career, and itsndistinctiveness from career commitment. Moderated regression results revealedna two-way interaction. The relationship between career climate and highnsacrifice was moderated by emotional career attachment whereby thenrelationship was more pronounced for the high emotional career attachmentngroup. Furthermore, a significant three-way interaction occurred. Thenrelationship between career climate and low alternatives was more pronouncednfor low career commitment and low investment employees. However, thisnrelationship was less pronounced for the high career investment and low careerncommitment employees.n To summarise, a consistent pattern of results across all three samplesnindicated the stability of the proposed relationships between the variables.nResults confirm the role of organisational commitment as a mediator betweenncareer climate and the outcome variables and job satisfaction as a mediatornbetween career climate and components of organisational commitment.n Furthermore, results confirmed that career commitment moderated thenrelationship between career climate and affective commitment, high sacrificenand low alternatives.n Overall, the results from this research provide an insight into thenimportance of career-related concepts in the prediction of organisationalncommitment. As such, these results expand our understanding of thenantecedents of organisational commitment as they apply in a modern workncontext where individual careers are gaining in importance. ln terms ofnpractical implications, these results show that organisations need tonprovide effective career management as a means of raising employees'norganisational commitment and of deriving the benefits from annorganisationally committed workforce.n

This study attempts to investigate how ethical leadership affects foreign workers' turnover intention by categorizing job satisfaction into job self-satisfaction, salary satisfaction, and supervisory satisfaction, and to provide implications for human resource management of foreign workers. The results of the empirical analysis confirmed that among the 10 hypotheses, ethical leadership has a significant effect on foreign workers' turnover intention. It was also found to be significantly related to satisfaction with the job itself, satisfaction with salary, and satisfaction with supervision. Among job satisfaction, satisfaction with salary and satisfaction with supervision were found to have a significant effect on foreign workers' turnover intentions, while satisfaction with the job itself did not have a significant effect on turnover intentions. Moderating and mediating effects analyses were conducted to further explore the relationship between the variables, and among the three variables of job satisfaction, job itself and salary satisfaction were found to have no significant moderating and mediating effects on the relationship between ethical leadership and turnover intention, but satisfaction with supervisory supervision was found to have a significant effect on the strength or direction of the relationship between ethical leadership and turnover intention.

This study aims to examine the associations between performance appraisal, job satisfaction, career development, affective commitment, and turnover intentions among employees in the banking sector. Using a sample size of 400 banking sector employees, the research employs Smart PLS 3.0 for structural equation modeling. The study utilizes a cross-sectional design to analyze the direct and mediated relationships between the mentioned variables. The findings unveil a significant adverse association between affective commitment and turnover intentions, whereas performance appraisal demonstrates an unexpected positive correlation with turnover intentions, contrary to conventional expectations. Career development opportunities also display a positive albeit weaker link with turnover intentions. Job satisfaction emerges as a pivotal mediator, particularly in the relationships involving career development and performance appraisal. The study's focus on the banking sector limits its generalizability to other industries. The use of Smart PLS 3.0 and the cross-sectional nature of the study present methodological limitations. Future research could benefit, from a longitudinal approach, a more diverse sample, and the inclusion of various industries to enhance the applicability of the findings. The study underscores the need for banking sector organizations to reevaluate their performance appraisal systems and career development programs, considering their impact on turnover intentions. Enhancing affective commitment and job satisfaction is crucial for employee retention. This research contributes to the understanding of how performance appraisal, career development, and affective commitment influence turnover intentions in the banking sector, It offers valuable insights for human resource management practices in a rapidly evolving economic landscape.