Essay Sample on Job Satisfaction & Intention to Turn Over: Not Perfectly Related

Introduction

The relationship between job satisfaction and the intention to turn over is not perfect. There are different reasons for leaving and definite reasons for staying, and they all vary from one employee to the next. The reasons that cause one to stay could be the same reasons that make another to leave. Low intention to turn over rates does not mean that employees will remain, and high rates do not mean they will go. Many reasons keep the employees staying that may have nothing to do with the company.

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Performance can also not be relied upon to determine which employees will stay. In the data, some people would leave despite their high performances. They believe that there is distributive justice, procedural justice, international justice, and their job is satisfying, yet they would still leave if an opportunity comes. They also feel attached to their work and appreciate the kind of work environment they have. It is just not enough to make them stay.

Employees are always looking for opportunities for better pay and benefits. Most of the employees who registered the lowest turnover rates believe that they cannot find another employer who can offer the same pay and benefits. The intention to stay comes especially when the employees have limited education and realize that if they leave their current employer, chances of rebuilding themselves from scratch are low. When the workforce is aging and the chances of restoring their career are low, turnover is low. There are real changes that affect employees. Some are related to the job market, restrictions, and flexibility. Employees also can work in specific environments because they prefer to live around certain neighborhoods. It could be that the area has excellent public schools, and the employee has school-going children. Later, when the children are older and in college, the employee may lose interest in the neighborhood and start to think of leaving.

A low turnover rate may also be as a result of a tight job market; the company has schemes that keep the employees waiting for their benefits to mature or the chances of finding work are limited. It could also be that the workers cannot risk leaving their job before finding another one. These benefit schemes can only keep them motivated to stay at their workplace for a while, then the desire to leave builds up. Financial responsibilities keep people grounded in their jobs. Many employees cannot stop working because they have to pay a mortgage, school their children and save for retirement.

More than fifty five percent of the data can successfully relate how distributive justice and average job satisfaction result in the company intends to turn over rates. The other forty five percent does not relate perfectly to the intention to stay. On the other hand, half of the job satisfaction summary perfectly relates to the findings. The other half does not. The average value recorded means that the number of those who would stay are slightly higher. For most of these employees also, procedural justice and affective commitment directly affected their job satisfaction. There is a degree of comfort that employees feel, and this reduces their chances of leaving. Their work ethic and company values are compatible, therefore they stay. The payroll, on its own, cannot result in job satisfaction and reduce the intention to leave, but when added to other factors that are important to employees, there is greater affective commitment and the intention to stay.

Managements have to find ways of retaining employees voluntarily by providing working conditions that are compatible with their values for working and living. There are environmental pressures that affect employees outside the company and inside the company as well. Outside there are community relations, job opportunities, financial obligations, among other factors. Inside the company, there are work rules, facilities, wages, and benefits. The environmental conditions inside the company should be able to retain employees whether the external conditions are stable or not.

Dissatisfied employees usually have little attachment to the internal environmental conditions to stay. These employees exhibit the highest turnover rate but would not leave due to financial uncertainty. Also, after working for too long and getting into routines that are challenging to break, they are convinced their work is better than being idle with no pay. There are chances of this type of employees to get even with their employers or sabotage their workplace (De Maria et al,. 1972).

The second solution would be to adopt policies that resonate with the workers. Managers have to find ways to increase employees' job satisfaction and reduce turnover rates. Managers make up a small percentage of the overall employee population, yet they make the decisions. Most of the time, they have been using the golden rule 'do unto others what you would have them do unto you, but it has not worked successfully because the decisions they make are right for them, not the employees. 'Do unto the employees what they would have you do unto them' is preferred as the decision tends to consider the employee values and work ethic.

One of the problems the company is facing is how to reduce the intention to turnover among the high performing employees who do not find job satisfaction and fair distributive justice enough to keep them working in the same company. It would be necessary for the management to find ways to retain employees because they want to stay and not because they have to. Academic achievements and skills affect the reasons why people stay. They can also be used to determine who stays in the company, who leaves and who should be promoted. Retaining academic and skilled people may be difficult due to the possibilities laid out for them. They have many options, and external workplace environmental factors do not affect them as much. Adopting policies that please employees and appeal to their work ethic could keep them grounded, though for a while (Hughes, 1973).

The third solution would be to invest resources in managing retention positively. Most of the time, managers ask employees why they leave at the time of their departure. They do not focus on the remaining employees because they assume that their high performances are related to their intention to stay. Managers should begin to focus on employees, asking for their opinions about how their work experience can be improved, give employees space to be creative, appreciate achievement, and encourage low performers.

Retaining employees voluntarily is a critical to company progress and productivity. The cost of replacing experienced employees is higher than the price maintaining. Employees handle clients and top management handle employees (Lambert and Hogan, 2009). Senior management needs to provide the employees for platforms to encourage growth, reward performance, and promotion. Schemes that would keep employees from getting attached to one routine for a long time.

Recommendation

The motivation system depends on the efforts of the individual and, most importantly, on organizational sub-units. Staff must be able to know all the techniques, particularly on how to handle specific situations. Most of the employees who registered the lowest turnover rates believe that they cannot find another employer who can offer the same pay and benefits. As outline above, management of the organization has a role in making the employees grow through rewarding their efforts and promotion. It is essential to note that academic achievements and skills affect the reasons why people stay.

References

Alfred T. DeMaria, Dale Tarnowieski, and Richard Gurman, Manager Unions? Retrieved 1 March 2020, from https://catalogue.nla.gov.au/Record/443640

Ghiselli, R. F., La Lopa, J. M., & Bai, B. (2001). Job satisfaction, life satisfaction, and turnover intent: Among food-service managers. Cornell hotel and restaurant administration quarterly, 42(2), 28-37.

Lambert, E., & Hogan, N. (2009). The importance of job satisfaction and organizational commitment in shaping turnover intent: A test of a causal model. Criminal Justice Review, Retrieved 1 March 2020, from http://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.899.394&rep=rep1&type=pdf

Vincent S. Flowers Charles L. Hughes. (1973). Why Employees Stay. (2020). Retrieved 1 March 2020, from https://hbr.org/1973/07/why-employees-stay