Human Resource Practices As Determinants Of Employee Turnover: An Empirical Investigation
The volume of literature on the causes of employee turnover continues to grow. In spite of this, attempts to distinguish between the causes of voluntary and involuntary turnover in organizations, though recognized for quite some time, receive little attention from researchers. The two phenomena s...
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| Main Authors: | , |
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| Format: | Article |
| Language: | English |
| Published: |
Asian Academy of Management (AAM)
2005
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| Subjects: | |
| Online Access: | http://eprints.usm.my/35848/1/AAMJ_10-2-4.pdf http://eprints.usm.my/35848/ http://web.usm.my/aamj/10.2.2005/AAMJ%2010-2-4.pdf |
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| Summary: | The volume of literature on the causes of employee turnover continues to grow. In spite of
this, attempts to distinguish between the causes of voluntary and involuntary turnover in
organizations, though recognized for quite some time, receive little attention from
researchers. The two phenomena seem to be influenced by a different set of factors. There
are clear-cut theoretical and empirical reasons for this assertion. The objective of this
paper is to investigate the relationship between human resource (HR) practices and
employee turnover in Malaysia where companies are generally experiencing labour
shortage and labour turnover. Using data collected from a census of managers, the study
utilized Analysis of Variance (ANOVA) and simple regression and tested hypotheses
developed to investigate the relationship between HR practices and employee voluntary
and involuntary turnover. The results show that (1) staffing process and employee
monitoring were effective in reducing involuntary turnover, and (2) none of the HR
practices were effective in reducing voluntary turnover. In other words, workers continue
to leave or quit irrespective of the type of HR practices implemented. The paper
concludes that economic factors such as availability of alternative jobs are most likely
relevant in explaining the turnover process. Based on these findings, various strategies
were suggested which have wider managerial and policy implications for the
management of turnover in similar settings. |
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