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Job Satisfaction and Intent to Quit
Introduction:
Competent employees with high levels of skills and experience are critical for a
competitive edge and optimal performance. Organizations may lose qualified and highly skilled
employees who feel less satisfied in the workplace. It is therefore essential to ensure these
employees remain in the workplace by identifying factors that affect job satisfaction. According
to Coetzee (2002), denying employees a chance to enjoy work and have fun can have detrimental
effects on job satisfaction and may encourage them to seek employment in other organizations.
Research by Moore (2002) found that job satisfaction is positively related to employee’s
intentions to remain in the workplace. The authors found that less satisfied employees had plans
to quit their jobs.
Job satisfaction is a positive attitude that employees develop about their job. This attitude
results from how they perceive their jobs on matters of support, pay, challenges in the workplace,
and benefits and supervision. It also occurs when the employees find a good fit with the
organization or when rewards for good performance are perceived as sufficient and reasonable.
Intentions to quit the job, also called turnover intentions, refer to conscious considerations and
willingness to seek a job in other organizations (Tett & Meyer, 1993). They are defined as the
probability that employees will remain with an organization.
Intentions to quit start with an evaluation of job situation form which the employee
advances through the stages of assessment until they ponder the decision to quit. The result of
this evaluation can be the decision to leave the company. Workers seek environments that are
congruent with their needs and preferences. Employees lack satisfaction in settings that are
incongruent with their disposition and seek to leave the organization. They remain in situations
that they feel satisfied while the environment finds satisfaction from the employees. The purpose
of this study is to explore how organizations can prevent turnover intent by keeping employees
satisfied.
Research questions:
1. Is job satisfaction related to intention to quit
Research model:
Job
Satisfaction
Intention to
Quit
Maslow's Hierarchy of Needs:
Draw the pyramid and have a paragraph explaining each level.
In 1943, Maslow invented human motivation theory. In addition to basic needs, which are
essential for survival of human beings, the second most immediate need is are the social
activities. Social activities include sense of belonging and the need to be loved (Whittington and
Evans, 2015). The aspect is important in workplace. When employees feel that they are
discriminated at workplace, the desire to quit grows. The higher order needs are related to selfesteem and self-actualization. Motivation can therefore result from within the individual or can
be sourced from external factors (Deci & Ryan, 2014). Maslow's hierarchy is commonly
displayed in a pyramid fashion, with the basic needs at the bottom and the higher needs at the
top.
Proposition:
Job Satisfaction is related to the intention to quit. (Proposition)
Hardworking and competent employees are crucial for a competitive edge and smooth
flow of operations. Organizations experience great losses when they lose part of their workforce
and will incur costs recruiting new workers. One of the leading causes of intention to quit is lack
of satisfaction in the workplace. Current studies have shown that satisfaction is negatively
correlated with turnover intent such that employees who feel less satisfied are more likely to
leave the organization. This study, therefore, proposes equal and treatment of employees ensure
both intrinsic and extrinsic factors that affect their motivation in the job are met. To keep
employees satisfied, management should make sure hygiene factors like good pay, good
organization culture and working conditions, policies and job security are available. Besides,
satisfier factors like opportunities for growth, career development, recognition, and achievement
should be favourable to keep employees satisfied.
Literature Review:
An investigation between job satisfaction and the intention to quit is critical to almost all
career fields in the modern economy; an economy where companies strive to maximize output
using the most efficient management practices. Therefore, it is necessary to create a strategic
framework around job satisfaction and intention to quit. This chapter builds the strategic network
from which future references and attributes of this work will be based on.
The work will give attention to attributes of supervisor, job satisfaction based on variety,
satisfaction based on closure, the role compensation, bonuses, wages and incentives, attributes,
nature and support from workplace co-workers, and the role of management and HR policies in
the context of an intent to quit.
The Six Multidimensional Facets:Check APA formatting for this level heading.
According to Tschopp, Grote & Gerber (2014), intentions forms part of the actual
behavior of human beings. From a research perspective by, it is practically possible to access
individuals who have a strong desire to quit and understand the situation from their perspectives
in relation to job satisfaction. To reinforce the earlier research, this indicates that job satisfactions
shape workforce attitudes, intentions, and general behavior almost across all career fields (Supeli
& Creed, 2016). In order to evaluate job ‘satisfaction' in depth, multiple characteristics of the job
itself must be empirically measured to obtain specific employees views, attitudes, and behaviors
towards a given job. However, the job characteristics are relative and vary from one employee to
another (Kundu & Gahlawat, 2015). For example, one employee may be comfortable with
specific company policies but is however opposed to the amount of salary she or he receives.
The organizational research studied and come up with different facets of work. These facets of
work include but are not limited to the nature of the supervisor, policies that the organization
adheres to, amount of salary and wages, promotional practices and the nature of the coemployees. Analyzing these facets in-depth unearths a conclusion that the nature of relationships
in the workplace affects job satisfaction. It is therefore important for the relations in the
workplace to be treated with caution. Moreover, management skills, the top management to be
particular play a significant role in influencing job satisfaction and the drive to quit (Sims,
Ruppel & Zeidler, 2016).
Purani & Sahadev (2007) presented the mostly recognized criteria for analyzing job
satisfaction. This criterion is multidimensional and presents six main facets of analyzing job
satisfaction. These are: a) satisfaction with supervisor, b) satisfaction with variety, c) satisfaction
with closure, d) satisfaction with compensation, e) satisfaction with co-workers, and f)
satisfaction with management and HR policies.
Satisfaction with Supervisor:
According to Lu, Lu, Gursoy & Neale (2016), the way supervisors handle the information, and
relate with employees is a crucial determinant of employee satisfaction. Many employees who
are dissatisfied with their supervisor have a strong desire to quit their jobs. How supervisors
organize the workplace and working conditions impacts job satisfaction. Employees make
reservations about supervisors. The nature of the reservation makes the employees contemplate
on alternatives, whether to stick to the job or simply quit. Human resource (HR) is an
indispensable factor that influences job satisfaction. How work is scheduled by the management
is a focal point in shaping the intention of leaving a job (Allisey, Noblet, Lamontagne &
Houdmont, 2014).
Satisfaction with variety:
According to Lu, Lu, Gursoy & Neale (2016), employees are bored with routine tasks.
Employees tend to be more comfortable when they conduct various tasks that are challenging.
They perceive a variety of tasks to be adventurous, a factor which eliminates the desire to quit.
Performing a variety of tasks gives employees a sense of freedom. Individual development at the
workplace is crucial; the vice preserves an interest in the job. The factor makes the employees
not to be disinterested in the job. Training can help cultivate an interest in a job. Emergent
workers refer to modern employees who are not afraid of losing their jobs. These workers are
constantly looking for better-paying opportunities. Kundu & Gahlawat (2015) explains that when
they feel undervalued, emergent workers hop out of careers and look for higher responsibilities.
Satisfaction with compensation:
Compensation remains one of the most important factors that determine job satisfaction
and hence the intent to quit. Compensation complements job security. Tschopp, Grote & Gerber
(2014) explains how compensation is an influential factor that determines the level of
satisfaction in the sales sector. According to Allisey, Noblet, Lamontagne & Houdmont (2014),
the compensation can psych the workers and thus impacts the intent to quit. The conditions in the
workplace, including remuneration, should be favorable. Good wages affect the mindset of
workers and the desire to quit the job is reduced. However, according to Abbas, Raja, Darr &
Bouckenooghe (2014), one of the challenges that organizations face is on how to offer
competitive wages that can reduce the intent to quit and retain the employees.
Satisfaction with co-workers
Attitudes exhibited by the co-employees influence the level of job satisfaction (Allisey,
Noblet, Lamontagne & Houdmont, 2014). The attitudes of workers to each other, the worker's
personal behavior and how they support each influences job satisfaction in varying degrees. If
the nature of the co-worker relationship is uncertain, most of the employees will opt to quit. In
turn, the employees will search for more favorable workplaces where the relationship is positive
in nature.
JOB SATISFACTION AND INTENT TO QUIT
Lack of support, either from the organization, from the co-workers or both creates the
imaginations that finally drive workers to quit a job. Management practices, heavy workload
particularly stresses out employees. The job burnout is directly linked to the intentions of
quitting. Supeli & Creed (2016) defines extrinsic and intrinsic concepts, values which influence
job satisfaction. Extrinsic values gravitate around the tangible characteristics exhibited by the
job. These aspects include compensation, wages, and bonuses. On another hand, intrinsic aspects
focus on development opportunities. The values can be analyzed in the context of job recognition
and personal status at the workplace.
Reasons that explain how job dissatisfaction has been documented in many academic.
However, the reasons that stand out are: excluding workers from the decision-making process,
poor management-worker relationships, poor salaries, bonuses and compensation, poor
scheduling and sequencing of work, exhaustion and burnout and lack of job security (Allisey,
Noblet, Lamontagne & Houdmont, 2014). Job dissatisfaction is also influenced by emotional
exhaustion that leads to stress and finally the intention to quit.
A research conducted by Tschopp, Grote & Gerber (2014), provides concrete evidence on
how dissatisfied workers are likely to quit their jobs as compared to their colleagues who
experience a high level of job satisfaction. Other factors that trigger intention to quit vary from
poor compensation and lack of incentives, poor work scheduling (Kundu & Gahlawat, 2015),
lack of personal development and growth opportunities (Supeli & Creed, 2016) in addition to job
induced depression and stress (Tschopp, Grote & Gerber, 2014), and intention to quit is linked to
other factors that are situational in nature. These factors include but are not limited to family
duties, premature job resignation (Supeli & Creed, 2016) and the duration of time an employee
has worked (Lu, Lu, Gursoy, & Neale, 2016), lack motivation, stress and depression and the
socially constructed perspective that some careers are inferior (Kundu & Gahlawat, 2015).
Purani and Sahadev (2007) applied the six multifaceted dimensions to explain the effect
of job satisfaction on the salespeople who work in India. The research found out that employees
with high levels of satisfaction inject more time into their work and are less likely to quit
compared to their counterparts with a low level of job satisfaction. In addition, the findings from
the research concluded that other demographic factors influence the intent to quit. Allisey,
Noblet, Lamontagne & Houdmont, (2014), examined how intrinsic factors influence job
satisfaction in the public sector. They found out that existing information on a given job and the
job structure and content influences job satisfaction in the public sector (Abbas, Raja, Darr &
Bouckenooghe, 2014).
Research Analysis:
In order to evaluate job ‘satisfaction’ in depth, multiple characteristics of the job itself
must be empirically measured to obtain specific employees views, attitudes and behaviors
towards a given job. However, the job characteristics are relative and vary from one employee to
another. For example, one employee may be comfortable with specific company policies but is
however opposed to the amount of salary she or he receives. The organizational research studied
and come up with different facets of work. These facets of work include but are not limited to the
nature of the supervisor, policies that the organization adheres to, amount of salary and wages,
promotional practices and the nature of the co-employees. Analyzing these facets in-depth
unearths a conclusion that the nature of relationships in the workplace affects job satisfaction. It
is therefore important for the relations in the workplace to be treated with caution. Moreover,
management skills, the top management to be particular play a significant role in influencing job
satisfaction and the drive to quit (Allisey, Noblet, Lamontagne & Houdmont, 2014).
Reasons that explain how job dissatisfaction is related to intent to quit has been
documented in many academic journals. However, the reasons that stand out are: excluding
workers from the decision-making process, poor management-worker relationships, poor
salaries, bonuses and compensation, poor scheduling and sequencing of work, exhaustion and
burnout and lack of job security. Job dissatisfaction is also influenced by emotional exhaustion
that leads to stress and finally the intention to quit (Allisey, Noblet, Lamontagne & Houdmont,
2014).
Attributes of supervisor, job satisfaction based on variety, satisfaction based on closure,
the role compensation, bonuses, wages and incentives, attributes, nature and support from
workplace co-workers, and the role of management and HR policies attributes can trigger an
employee to quit. Other factors that can make employees be disinterested in the job are
psychological health conditions, family issues, and turnover interventions. These factors can
lower the job satisfaction feeling and hence eliciting the intention of quitting (Tschopp, Grote, &
Gerber, 2014).
Employees with low levels of motivation are less dissatisfied and are likely to quit their
jobs as compared to their colleagues who experience a high level of job satisfaction. Other
factors that trigger intention to quit vary from poor compensation and lack of incentives, poor
work scheduling lack of personal development and growth opportunities. In addition to job
induced depression and stress intention to quit is linked to other factors that are situational in
nature. These factors include but are not limited to family duties, premature job resignation and
the duration of time an employee has worked lack motivation, stress and depression and the
socially constructed perspective that some careers are inferior (Tschopp, Grote & Gerber, 2014).
Compensation remains one of the most important factors that determine job satisfaction
and hence the intent to quit. Compensation complements job security. Tschopp, Grote, & Gerber
(2014) explains how compensation is an influential factor that determines the level of
satisfaction in the sales sector. According to the compensation can psych the workers and thus
impacts the intent to quit. The conditions in the workplace, including remuneration, should be
favorable. Good wages affect the mindset of workers and the desire to quit the job is reduced.
However, one of the challenges that organizations face is on how to offer competitive wages that
can reduce the intent to quit and retain the employees (Abbas, Raja, Darr & Bouckenooghe,
2014).
References:
Abbas, M., Raja, U., Darr, W., & Bouckenooghe, D. (2014). Combined effects of perceived
political and psychological capital on job satisfaction, turnover intentions, and
performance. Journal of Management, 40(7), 1813-1830.
Allisey, A. F., Noblet, A. J., Lamontagne, A. D., & Houdmont, J. (2014). Testing a model of
officer intentions to quit: the mediating effects of job stress and job satisfaction. Criminal
Justice and Behavior, 41(6), 751-771.
Apollis, V. P. (2010). The relationship between intention to quit, psychological capital and job
satisfaction in the tourism industry in the Western Cape.
Coetsee, L. D. (2002). Peak performance and productivity: a practical guide for the creation of a
motivating climate. Cork Publishers.
Fabi, B., Lacoursière, R., & Raymond, L. (2015). Impact of high-performance work systems on
job satisfaction, organizational commitment, and intention to quit in Canadian
organizations. International Journal of Manpower, 36(5), 772-790.
Kundu, S. C., & Gahlawat, N. (2015). Socially responsible HR practices and employees’
intention to quit: The mediating role of job satisfaction. Human Resource Development
International, 18(4), 387-406.
Lu, L., Lu, A. C. C., Gursoy, D., & Neale, N. R. (2016). Work engagement, job satisfaction, and
turnover intentions: A comparison between supervisors and line-level
employees. International Journal of Contemporary Hospitality Management, 28(4), 737761.
Moore, J. E. (2000). One road to turnover: An examination of work exhaustion in technology
professionals. Mis Quarterly, 141-168.
Sanjeev, M. A., & Surya, A. V. (2016). Two-factor theory of motivation and satisfaction: an
empirical verification. Annals of Data Science, 3(2), 155-173.
Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover
intention, and turnover: Path analyses based on meta‐analytic findings. Personnel
Psychology, 46(2), 259-293.
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