Ahmed Imran, Hunjra and Muhammad Asghar, Ali and Muhammad Irfan, Chani and Hashim, Khan and Kashif Ur, Rehman (2010): Employee voice and intent to leave: an empirical evidence of Pakistani banking sector. Published in: African Journal of Business Management , Vol. 4, No. 14 (18. October 2010): pp. 3056-3061.
Download (82Kb) | Preview
Organizations want to retain their employees in order to benefit from their talent and skills. While working in an organization, employees come across some problems both inside and outside the organization. This study investigates the relationship between field employees’ voice (effectiveness of voice mechanism) and employees’ intent to leave the organization. Further, this study explores the difference between male and female field employees perception regarding their intention to leave the organization. The sample of the study consisted of 250 field employees working in different banks of Rawalpindi and Islamabad through questionnaire; only 188 were returned and processed. The SPSS technique was used for data analysis and findings. The study concludes that employee voice mechanism has a positive and significant impact on employee intention to leave. This study finds that male are comparatively more intended to leave the organization with less effective voice mechanism and higher qualified employees are more conscious about voice mechanism in the banking sector.
|Item Type:||MPRA Paper|
|Original Title:||Employee voice and intent to leave: an empirical evidence of Pakistani banking sector|
|English Title:||Employee Voice and Intent to Leave: An Empirical Evidence of Pakistani Banking Sector|
|Keywords:||Organization, employee retention, employee voice, intent to leave, banking sector|
|Subjects:||E - Macroeconomics and Monetary Economics > E2 - Macroeconomics: Consumption, Saving, Production, Employment, and Investment > E24 - Employment; Unemployment; Wages; Intergenerational Income Distribution; Aggregate Human Capital|
|Depositing User:||Muhammad Irfan|
|Date Deposited:||10. Jul 2011 01:28|
|Last Modified:||13. Feb 2013 07:03|
Andrew A, Luchak, Gellatly IR (1996). Exit Voice and Employee Absenteeism: A critique of the industrial relations literature. Emp. Res.Rights. J. 9(2): 91-102.
Churchill GA, Ford NM, Walker OC (1974). Measuring the Job Satisfaction. J. Mar. Res. 11(3): 59-74.
Conway E, Monks C (2009). Unraveling the complexities of high commitment: an employee level analysis. Human Res. Manage. J.19(2): 140-158.
Friedman BA, Abraham ES, Thomas RK (2008). The relationship among union membership, facets of satisfaction and intent to leave: further evidence on the voice face of unions. Employ Res. Right. J. 20: 1-11.
Hirschman AO (1970). Exit, Voice and Loyalty: Response to Decline in Firms, Organizations and State. Cambridge, MA: Harvard University Press. Hirschman AO (1980). Exit, Voice and Loyalty: further reflections and a survey of recent contribution. The Milbank Memorial fund Quarterly. Health Soc. 58(3): 430-45.
Hirschman, C. (1978). Prior Residence in the United States among Mexican Immigrants. Soc. Forces. 56: 1179-1202.
Johnsrud LK, Heck RH, Rosser VJ (2000). Morale Matter: Middle level administrators and their intent to leave. J. Higher. Educ. 71(1): 34-59.
Konosvky MA, Cropanzano R (1991). Perceived fairness of employee drug testing as a predictor of employee attitudes and job performance, J. App. Psy. 76: 698-707.
Lee SY, Whitford AB (2008). Voice, loyalty, and pay: evidence from the public workforce. (Exit, Voice, and Loyalty: Responses to Decline in Firms, Organizations, and States) (Critical essay). J. Public Adm. Res. Theory. Retrieved on June, 3 2009 from http://goliath.ecnext.com/coms2/gi_0199-10459335/Exit-voice-loyalty- and-pay.html.
Martin TN Jr. (1979). A contextual model of employee turnover intention. Acad. Manage. J. 22(2): 313-324.
Millar P, Mulvey C (1991). Australian evidence on the exit/voice model of the labor market. Indus. Labor. Rel. rev. 45(1): 44-57.
Parker C, Case T (1993). Management Information systems: Strategy and Action (2nd Edition) McGraw-Hill, Inc. pp, 54.
Porter LW, Steers RM (1973). Organization work and personal factors in employee turnover and absenteeism. Psych. Bull., 80:151-176. Saunders DM (1992). Introduction to research on Hirschman’s exit, voice and loyalty model. Emp. Res. Rights J. 5(3): 187-190.
Sheridan JE (1992). Organizational Culture and Employee Retention. Acad. Manage.J. 35(5): 1036-1056.
Sidiki SA Masood A (2008). An explanatory study on employee engagement in the Telecom sector of Pakistan: A case study of Mobilink. J. Indept. Stud. Res. 6(1): 2-5.
Spencer DG (1986). Employee Voice and Employee Retention. Acad. Manage. J. 29(3): 488-502.
Tett RP, Meyer JP (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta- analytic findings. Pers. Psych. 46: 259-93.
Zaffane RM (1994). Understanding employee turnover. Int. J. Manpower. 15(9): 22-33.
Zimmerman RD, Dornald TD (2007). The impact of job performance on employee turnover intentions and voluntary turnover process: A metal analysis and path model. Pers. Rev. 38(2): 142-158.