Intention to Leave. Case: Company X
Tran, Ngoc (2019)
Tran, Ngoc
2019
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2019052913160
https://urn.fi/URN:NBN:fi:amk-2019052913160
Tiivistelmä
This Bachelor’s thesis focuses on employees’ intention to leave. The study aims to ascertain what triggers employees’ turnover intention at the case company and provide the case company with valuable suggestions to reduce employees’ turnover intentions.
The topic of employee turnover was studied through its different aspects, such as its importance to organizations, processes, and content. Even though employee turnover has drawn the attention of scholars and human resources professionals for more than one hundred years, no model thoroughly serves the needs and objectives of the study. Therefore, several high-quality theories and models were analyzed and combined with personal insight to create a tailor-made model for the study, which served as a backbone to the survey of employees’ intention to leave.
The research targeted the personnel of the case company. The study employed a quantitative web-based questionnaire, which was distributed by the case company Human Resource Department.
The results of the research revealed that job satisfaction, organizational commitment, and job embeddedness are strong predictors of turnover intention. Additionally, participation in decision-making, career development opportunities, personal growth, and pay strongly impact employees’ leaving intent at the case company.
Based on the results of the questionnaire, the main improvement suggestions for the case company to reduce employees’ turnover intention encompass providing the employees with more opportunities for career development and personal growth, giving employees chances to participate in decision-making, improving pay satisfaction. In case pay levels at the case company are lower than those in other companies in the same industry and location, and they cannot afford to be raised, the case company should have open and honest communication about it. Additionally, the case company can minimize turnover intention by improving job fit (e.g., via personal development plan) as well as job sacrifices (e.g., via financial incentives tied to longevity).
The topic of employee turnover was studied through its different aspects, such as its importance to organizations, processes, and content. Even though employee turnover has drawn the attention of scholars and human resources professionals for more than one hundred years, no model thoroughly serves the needs and objectives of the study. Therefore, several high-quality theories and models were analyzed and combined with personal insight to create a tailor-made model for the study, which served as a backbone to the survey of employees’ intention to leave.
The research targeted the personnel of the case company. The study employed a quantitative web-based questionnaire, which was distributed by the case company Human Resource Department.
The results of the research revealed that job satisfaction, organizational commitment, and job embeddedness are strong predictors of turnover intention. Additionally, participation in decision-making, career development opportunities, personal growth, and pay strongly impact employees’ leaving intent at the case company.
Based on the results of the questionnaire, the main improvement suggestions for the case company to reduce employees’ turnover intention encompass providing the employees with more opportunities for career development and personal growth, giving employees chances to participate in decision-making, improving pay satisfaction. In case pay levels at the case company are lower than those in other companies in the same industry and location, and they cannot afford to be raised, the case company should have open and honest communication about it. Additionally, the case company can minimize turnover intention by improving job fit (e.g., via personal development plan) as well as job sacrifices (e.g., via financial incentives tied to longevity).