[雙語翻譯]員工離職人才流失外文翻譯--員工離職傾向這是人力資源失敗還是員工的更好就業(yè)機會？（英文）

1、 Employee’s Turnover Intentions: Is this HR Failure or Employee’s better employment opportunity? Muhammad Ehsan Malik1, Rizwan Qaiser Danish*2, Yasin Munir3 Dean, Faculty of Economics and Management Sciences, Director,

2、Institute of Business Administration, Director General, Gujranwala Campus, University of the Punjab, Lahore, Pakistan. 2 University of the Punjab, Gujranwala Campus, Pakistan 3 National University of Modern Languages,

3、Pakistan Abstract. All over the globe organizations have realized that skilled labor and technocrat people exploit the organization for better incentives. How to reduce employee’s turnover intention is a very pivotal ch

4、allenge for today’s HR managers. Pay better incentives and employee’s motivational techniques have been useless and old practices of the human resource management. To analyze employee’s turnover intention and its impac

5、t on organizational outcomes 277 questionnaires were distributed in hundred organizations from 5 major industries i.e. Manufacturing, Higher Education, Banking, Telecommunication and Hospitality industry of Pakistan. T

6、wo hundred complete surveys were received at response rate 72%. This study provides favorable results and directions for HR directors to reduce employee’s turnover intentions. Future directions and major limitations ar

7、e also discussed in this study. Keywords: Turnover intention, Managerial Attitude, Job Satisfaction, Job Involvement, Working Environment, 1. Introduction Managing employee’s behavior, work schedules, performance repor

8、ts, employee’s training, motivational activities, “right person at the right place,” hiring and firing are common practices by the department of human resource management of any developed organizations. All over the gl

9、obe organizations have realized that skilled labor and technocrat people exploit the organization for better pay incentives at least amount of workload because they know human resource is a big competitive advantage fo

10、r the organizations. In developing countries skilled labor and technocrat people are psychologically and economically kidnapped from their competitors with two plus two packages to compete the market and many times the

11、y succeeded to harness the organizations with the stakeholders. Such practices encourage the employees to get better employment opportunities. How employee’s turnover intention can be reduced is a big challenge for the

12、 directors of human resource management. The objective of this study is to analyze the impact of job satisfaction, job involvement, job stress and organizational commitment on employee’s turnover intention. This study

13、 is an endeavor to formulate strategies for behavioral intention of the employees towards job turnover to cope with the current pace of the world. 2. Literature Review Organizational culture, goal orientation and perfor

14、mance are predicted as career satisfaction while career satisfactiona is a prominent predictor of organizational commitment and organizational commitment is the predictor of employee’s turnover intentions [1]. Employee

15、s turnover intentions have negative and directly relationship with leadership behavior and also satisfaction as a mediated have negative impact on leadership *2 Corresponding author. Tel: +92-345-5131410 E-mail addre

16、ss: rdanish2000@yahoo.co.uk 3262011 International Conference on Innovation, Management and Service IPEDR vol.14(2011) © (2011) IACSIT Press, Singapore 326H6: Strong negative association of training consistency and

17、employee’s turnover intension and positive association with organizational outcomes. H7: Strong negative association of working environment and employee’s turnover intension and positive association with organizational

18、 outcomes. H8: Strong negative association of employee’s priorities and employee’s turnover intension and positive association with organizational outcomes. 3. Methodology:To analyze and conclude employee’s turnover int

19、ension and its impact on organizational outcome, a questionnaire was adopted. 277 questionnaires were distributed out of 200 complete questionnaire were received to analyze the data. These questionnaires were distribut

20、ed among private and public organizations of Gujranwala, Daska and Sialkot region of Pakistan. A non probability convenient random sampling technique was used to address the responses at the rate of 72%. Questionnaire

21、was further classified into two major sections, 1st one was Demographic section and other was subjective section. 3.1 Demographic Section: Demographic section of this questionnaire present information about the empl

22、oyee’s Gender, Age, Marital status, Sector, Industrial composition sector, Establishment size, job tenure in organization and position at which they are working. Total respondent were 200 out of that 127 were male and

23、female respondents were 73 in numbers while the age of majority of employees were in the range of 30-39 years and their frequency was 53. In marital status of the employees 127 were married rest of the employees were

24、 single. Majority employees were from private sector. Majority employees belong to education industry which is 57 in number and having cumulative percentage 84.7, while the establishment size of the majority of employ

25、ees were between in the range of 100-199. Job tenure in organization of the majority of employees was in the range of 3-5 years and position at which employees were working, the majority of employees were at managerial

26、 / supervisory position 4. Analysis and DiscussionTo determine the impact of employee’s turnover intension and its impact on organizational outcome organizational outcomes descriptive statistics and Pearson moment corre

27、lation is applied while Cronbach’s alpha is also mention regarding each question and results are shown in table 4.1. To test the hypotheses and to determine the association of each variable, Pearson’s Correlation Coeff

28、icient and descriptive statistics was determined and analyzed to compute mean and standard deviation of the variables. 5 point Likert scale was used to get the responses while Cronbach’s alpha was also computed to test

29、 the reliability of each variable as shown in table 4.1. Table 4.1: Correlation among variables Table 4.1 Variables Mean SD Alpha 1 2 3 4 5 6 7 8 9 Turnover intension 3.32 .69 .82 Managerial attitude 3.31

30、 .46 .79 .099 Job Satisfaction 3.36 .94 .93 -.334** .384**Job Involvement 3.23 .54 .87 -.087 .333** .537**Comm. Levels 2.58 .92 .77 -.280** .249* .611** .486**Working Environment 3.47 .60 .74 .028 .296** .

31、084 .037 .147Training Consistency 3.25 .73 .70 -.248* .173 .451** .340** .520** .100 Employee Priorities 3.88 .58 .86 -.115 .007 .231* .111 .237* .244* .288** Organizational Outcome 3.82 .07 .83 -.246* .443** .8