Effect of Job Characteristics on Turnover Intentions in the Banking Sector in Nairobi City County in Kenya
Keywords:
Effect of Job Characteristics on Turnover Intentions in the Banking Sector in Nairobi City County in KenyaAbstract
Job characteristics represent a multidimensional construct, which subsumes decision-making autonomy, task variety, and feedback from job as first-order factors. Jobs that are high in motivating potential must be also high on at least one of the three factors that lead to experienced meaningfulness and also must be high on both autonomy and feedback. However, when employees are not fully engaged in the organization, not happy and satisfied with their work, they are more likely to shift their passions to searching and connecting with potential employers. The study established the effect of job characteristics on turnover intentions in the banking sector in Nairobi City County in Kenya. The study adopted a cross sectional survey design. The target population of the study was 6,487 employees in the six banks in Nairobi City County. The study focused on the employees who were in middle level and top level management in the branches which totaled to 1,760. The study selected 326 respondents using Slovin's formula and simple random sampling technique. Data was collected using questionnaires and analyzed using SPSS version 22 and STATA version 14 where an analysis of descriptive statistics, correlation and logistic regression analyses was done. Analyzed data was used to examine the relationship between pairs of variables and the effect of job characteristics on the turnover intentions. Logistic regression of coefficients results showed that Job Characteristics and Turnover Intention were negatively and significant related (B=-2.023, p=0.000). This implied that an additional unit of Job Characteristics decreases the probability of turnover intention by 2.023 points holding other factors constant. The study recommends for the management of the banks to lead the way in the design, measurement and evaluation of proactive workplace policies and practices that help attract and retain talent with skills and competencies necessary for growth and sustainability.
Keywords: Job characteristics, Turnover intention, Employee engagement and Banking sector
References
Ajzen, I. (1991). The theory of planned behavior. Organizational behavior and human decision processes, 50(2), 179-211.
Allen, D.G., & Shanock, L.R. (2013). “Perceived organisational support and embeddedness as key mechanisms connecting socialization tactics to commitment and turnover among new employees”, Journal of Organisational Behaviour, 34(3), 350-369.
Aydin, A., Sarier, Y., & Uysal, S. (2011). “The effect of gender on organisational commitment of teachers: a meta analytic analysis”, Educational Sciences: Theory & Practice, 11 (2), 628- 632.
Azanza, G., Moriano, J. A., Molero, F., & Lévy Mangin, J. P. (2015). The effects of authentic leadership on turnover intention. Leadership & Organization Development Journal, 36(8), 955-971.
Bakker, A. B., Demerouti, E., & Lieke, L. (2012). Work engagement, performance, and active learning: The role of conscientiousness. Journal of Vocational Behaviour, 80(2), 555-564.
Basak, E., Ekmekci, E., Bayram, Y., & Bas, Y., (2013). Analysis of factors that affect the intention to leave of white-collar employees in Turkey using structural equation modelling. In Proceedings of the World Congress on Engineering and Computer Science (Vol. 2).
Battistelli, A., Galletta, M., Portoghese, I., & Vandenberghe, C. (2013). Mindsets of commitment and motivation: Interrelationships and contribution to work outcomes. The Journal of psychology, 147(1), 17-48.
Deloitte (2014). Global Human Capital Trends 2014: Engaging the 21st-Century Workforce, Deloitte University Press.
Froh, J. J., Fives, C. J., Fuller, J. R., Jacofsky, M. D., Terjesen, M. D., & Yurkewicz, C. (2007). Interpersonal relationships and irrationality as predictors of life satisfaction. The Journal of Positive Psychology, 2(1), 29-39.
Gillet, N., & Vandenberghe, C. (2014). Transformational leadership and organizational commitment: The mediating role of job characteristics. Human Resource Development Quarterly, 25(3), 321-347.
Holtom, B.C., & Burch, T.C. (2016). A model of turnover-based disruption in customer services.
Human Resource Management Review, 26(1), 25-36.
Karriker, J.H. &Williams, M.L. (2009). Organizational Justice and Organizational Citizenship Behaviour: A Mediated Multifoci Model. Journal of Management, 35, 112-135.
Kompaso, S. M., & Sridevi, M. S. (2010). Employee engagement: The key to improving performance. International journal of business and management, 5(12), 89.
Korsakiene, R., Stankevicˇienė, A., Šimelytė, A. & Talaˇkienė, M. (2015). Factors driving turnover and retention of information technology professionals. Journal of Business Economics and Management, 16 (1), 1-17.
Kothari, C. R. (2004). Research methodology: Methods and techniques. New Age International. Ma, S., & Trigo, V. (2008). Winning the war for managerial talent in China: An empirical study.
Chinese Economy, 41(3), 34-57.
McNall, L. A., Scott, L. D., & Nicklin, J. M. (2015). Do positive affectivity and boundary preferences matter for work–family enrichment? A study of human service workers. Journal of Occupational Health Psychology, 20(1), 93.
Moeller, C., & Chung-Yan, G. A. (2013). Effects of social support on professors’ work stress.
International Journal of Educational Management, 27(3), 188-202.
Morgeson, F. P., & Humphrey, S. E. (2006). The Work Design Questionnaire (WDQ): developing and validating a comprehensive measure for assessing job design and the nature of work. Journal of applied psychology, 91(6), 1321.
Mugenda A.G., & Mugenda, O.M. (2013). Research methods Dictionary. Nairobi: applied research and training services
Mugenda N. (2010). Applied business and management research: exploring the principles and practices of research within the context of Africa. Nicorp publication, Africa.
Oldham, G. R., & Fried, Y. (2016). Job design research and theory: Past, present and future.
Organizational Behavior and Human Decision Processes, 136, 20-35.
Oldham, G. R., & Hackman, J. R. (2010). Not what it was and not what it will be: The future of job design research. Journal of Organisational Behaviour, 31, 463-479.
Parker, S. K., Van den Broeck, A., & Holman, D. (2017). Work design influences: A synthesis of multilevel factors that affect the design of jobs. Academy of Management Annals, 11(1), 267-308.
Saks, A. M., & Gruman, J. A. (2014). What do we really know about employee engagement?.
Human Resource Development Quarterly, 25(2), 155-182.
Serhan, C., Tsangari, H., & Business, S. (2015). Retention of fresh graduates: Identification of determinant factors through a modified job characteristics model. In Global Business Conference (pp. 200-202).
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.
Uppal, N., & Mishra, S. K. (2014). Moderation effects of personality and organizational support on the relationship between prior job experience and academic performance of management students. Studies in Higher Education, 39(6), 1022-1038.
Zacher, H., & Schmitt, A. (2016). Work characteristics and occupational well-being: the role of age.
Frontiers in psychology, 7, 1411.
Zinbarg, R. E., Revelle, W., Yovel, I., & Li, W. (2005). Cronbach’s α, Revelle’s β, and McDonald’s ω H: Their relations with each other and two alternative conceptualizations of reliability. psychometrika, 70(1), 123-133.
