Article No.

Author M. A. Sanjeev

Year 2017

Publisher Elsevier B. V.

Title Impact of Individual and Employment Variable on Job Satisfaction &

Turnover Intention among Sales and Marketing Professionals

Variables Independent variables: Age, Gender, Position, Salary, Type of

Organization, Financial Turnover of The Organization, Educational
Qualification, Place of Posting, Dependence Status, Additional Family
Income & Professional Membership.

Dependent Variable: Affective Job Satisfaction & Turnover Intention

Moderator or Mediator Variable: (IF USED)

1. Research Objectives
This study was done among the sales and marketing professionals in the
pharmaceutical industry in India. The objectives of the study were to examine the
impact of personal variables such as age, gender, marital status and organizational
variables such as type of organization, financial turnover of the organization on the
job satisfaction and turnover intentions of the research subjects.
2. Research Questions
To find out if there is any relation between age, experience level, family background
and salary on the job satisfaction and turnover intent of sales and marketing
employees.
3. Research hypothesis
This study is not based on any prior hypothesis or any earlier studies and it looks at
the objectives from an inductive perspective.
4. Methodology
The study was conducted on pharmaceutical sales and marketing professionals who
have at least 1 year of working experience. The sample size was 900 for a population
of estimated 150,000 with a response rate of 40%. The sampling method used was
a combination of clustered and snowballing method using online surveys. The
survey consisted of 4 scale items measuring affective job satisfaction (AJS) and 2
scale items measuring turnover intent (TOI). The data analysis after the survey was
done on SPSS.
5. Findings
It was found that the factors that influenced AJS were professional membership,
annual income, educational qualification, place of posting, marital & living status
and age. And the factors that influenced TOI were additional family income, type
of company, position and annual income, place of posting, marital and living status
& age.
6. Analysis
The lower levels of AJS among professional membership respondents shows that
trade unions are formed to protect the rights of the employees rather than
professional development. Salary was another indication of AJS, showing that less
than Rs. 300,000/annum caused dissatisfaction. TOI on the other-hand was
primarily influenced by additional family income. Additional family income
significantly reduced TOI, meaning that employees with an equally employed
 partner were not wishing to change jobs due to financial stability and balance in
their personal life. Local or international ownership of the company also highly
influenced the TOI showing an interest in employees of local companies to join
international firms.
7. Contribution of the research
The research gave insight into the reasons for employee job satisfaction and
turnover intent. This study will help managers to effectively recruit and better
manage sales force which will lead to higher employee retention and increased
organizational effectiveness.
8. Limitations
The study covers only the pharmaceutical industry and only the marketing division.
This makes the generalizability of the results limited.
9. Recommendations for future research
This study should be extended to other industries and more divisions in the
organization which may lead to even more conclusive analysis of the study.
10. Conclusions
Employee retention is one of the key aspects to an organizations success as a high
rate of employee turnover leads to brain drain and loss in morale of the employees.
Companies with high turnover rate have to constantly deal with fresh employee
training rather than focusing on employee development. Every organization need to
focus on career management on a grass root level to understand the reasons for their
employees’ frustrations and take steps to solve them as best as possible.
Article No. 2

Author Man-Ling Chen, Zhi-Yuan Su, Chia-Lun Lo, Chiung-Hsuan Chiu, Ya-
Han Hu, Tien-Yu Shieh

Year 2013

Publisher Elsevier Taiwan LLC.

Title An empirical study on the factors influencing the turnover intention of

dentists in hospitals in Taiwan

Variables Independent variables: Work Pressure, Satisfaction, Organizational

Commitment and External Work Opportunities

Dependent Variable: Turnover Intention

Moderator or Mediator Variable: (IF USED)

1. Research Objectives
The objectives of the study were to explore the relationships between work pressure,
satisfaction, organizational commitment, external work opportunities and
employees’ turnover intention in the dental industry.
2. Research Questions
To find out if work satisfaction, organizational commitment and external work
opportunities influence the turnover intention rate in the dental industry.
3. Research hypothesis
The researchers in this study formulated these hypotheses for the research.
H1.1 Compensation satisfaction is positively correlated with work satisfaction.
H1.2 Work pressure is negatively correlated with work satisfaction.
H2.1 Compensation satisfaction is positively correlated with organizational
commitment.
H2.2 Work pressure is negatively correlated with organizational commitment.
H3.1 Compensation satisfaction is negatively correlated with turnover intention.
H3.2 Work pressure is positively correlated with turnover intention.
H4 External work opportunities are positively correlated with turnover intention.
H5 Work satisfaction is negatively correlated with turnover intention.
H6 Organizational commitment is negatively correlated with turnover intention.
4. Methodology
This study was conducted on dentists who serve in hospitals of at least the regional
level and above within the Taipei division of the Bureau of National Health
Insurance. A survey questionnaire was designed and was distributed to 473 dentists
within the 29 selected hospitals and 175 of them successfully collected back with a
return rate of 37%. Multiple regression analysis in SPSS was used to evaluate the
effects of the relationship between the variables and turnover intention and to
determine the important variables that can forecast dentists’ turnover intentions.
5. Findings
It was found that age has a significant positive correlation with seniority, work
hours, compensation satisfaction, and organizational commitment, and is negatively
correlated to the percentage of turnover. It was also discovered that dentists of
different sexes show significant differences in their organizational commitment.
However, education levels do not show significant differences with compensation
satisfaction, work pressure, organization commitment, and work satisfaction.
6. Analysis
It is discovered that important factors affecting work satisfaction are compensation
satisfaction and work pressure. So, higher the work pressure, lower the
organizational commitment. And higher the seniority of the dentist, higher the work
commitment. It was also found that external work opportunities was not a
significant factor, hence Hypothesis 4 was rejected.
7. Contribution of the research
Dentistry has always been considered a very good occupation, but many researchers
point out that in hospitals, dentists form part of a professional group that is under
high work pressure and high occupational fatigue. Also, dentistry is a department
that is most suited for practice in an independent clinic. This study helps understand
hospitals how to retain dentists in the long term.
8. Limitations
The study is restricted to younger dentists employed by hospitals so it is not possible
to generalize this study to clinical practitioners and elder dentists.
9. Recommendations for future research
Future research can be conducted on dentists practicing in clinics and elder dentists
who are on a different stage in their career path.
10. Conclusions
The consistently high turnover rate of dentists not only impacts the quality of care
of hospital patients, but also increases the hospital’s costs in training new dentists.
So it is imperative for hospitals to study this aspect of employee retention to lower
the tangible and intangible enterprise costs incurred from loss of employees.
Article No. 3

Author Evelyn Tnay, Abg Ekhsan Abg Othman, Heng Chin Siong, Sheilla Lim
Omar Lim

Year 2013

Publisher Elsevier Ltd.

Title The influences of job satisfaction and organizational commitment on

turnover intention

Variables Independent variables: Job satisfaction (satisfaction with pay,

supervisory support), Organizational commitment

Dependent Variable: Employees’ Turnover Intention

Moderator or Mediator Variable: (IF USED)

1. Research Objectives
The objectives of the study were to determine the relationships between satisfaction
with pay, supervisory support, organizational commitment and employees’ turnover
intention in a publication industry.
2. Research Questions
To find out the factors that could influence the turnover intention among employees,
namely job satisfaction and organizational commitment.
3. Research hypothesis
The researchers in this study formulated three hypotheses for the research. The first
one is there is a significant relationship between the pay received by the employees
and their turnover intention. Second, is that there is a relationship between
supervisory support received by the employee and their intent to turnover. The third
is aligning of organizational goals to that of employees’ values to their intent to
turnover.
4. Methodology
This study was conducted on management and non-management employees of a
publication firm. A survey questionnaire was designed and was distributed to 100
of the said employees and 85 of them successfully collected back. For the
questionnaire, the researchers adapted and modified questions from previous
researchers to suit the current study. The data was analyzed using descriptive and
inferential statistics on SPSS.
5. Findings
It was found that satisfaction with pay is negatively corelated with turnover
intention meaning that if the pay is high, the employees’ intent to turnover is low.
The supervisory support also has a negative relationship with the dependent
variable. Which shows that there is support and positive reinforcement by the
employee’s supervisor, his intention to leave will decrease respectively. As for the
third hypothesis, the finding show no significant relationship between
organizational commitment and employee turnover intent.
6. Analysis
It is found that satisfaction with pay has the strongest significant effect on employee
retention. If the pay is low, the employees feel the imbalance in their input efforts
and compensation thus leading to them looking for opportunities elsewhere.
Majority of employees also leave their jobs because they feel unhappy with their
 supervisor, which shows that supervisory support is the second most significant
factor in affecting employee turnover intention. Although this study finds no
relationship between organizational commitment and employee turnover intent,
there are many past researches which prove otherwise.
7. Contribution of the research
The research helped us identify key factors that influenced the turnover intention
among employees. This can help human resource practitioners to develop and create
tailormade programs to increase employee satisfaction and thus reduce the turnover
rates in their organization.
8. Limitations
The study focuses only on one selected organization in Kuching, Sarawak. The
sample size for the study is too less to generalize this research to represent the whole
population of the publication industry.
9. Recommendations for future research
Future research can be conducted on various industries using the same research
framework. We can then compare as to which industry has the highest turnover
rates.
10. Conclusions
Employees tend to be satisfied with their jobs when they have good pay, effective
close supervision and well aligned values and goals to that of the organization
they’re working for. But these maybe only a part of the answer to the problem of
employee retention. Other factors such as perceived opportunities in the job market,
global economic and financial conditions must also be considered.
Article No. 4

Author Abdul Raziq, Raheela Maulabakhsh

Year 2015

Publisher Elsevier B. V.

Title Impact of Working Environment on Job Satisfaction

Variables Independent variables: Working environment

Dependent Variable: Job satisfaction

Moderator or Mediator Variable: (IF USED)

1. Research Objectives
The objective of the study is to analyze the impact of working environment on
employee job satisfaction.
2. Research Questions
To find out if better working environment such as better working hours, job safety
and security lead to more loyal employees and level of commitment.
3. Research hypothesis
The hypothesis for this study is that better working environment will lead to
increased employee job satisfaction.
4. Methodology
This study was conducted on employees of banks, telecommunication sector and
universities in the city of Quetta, Pakistan. A survey questionnaire was designed
and was distributed to 210 of the said employees with 70 respondents chosen
randomly from each sector. The main reason for selecting employees from various
fields was to get opinions from a diverse group of people so that the results can be
generalized over a larger population. The 33 items questionnaire adapted from State
Statistical Office (SSO, 2009) comprised of questions regarding esteem needs, job
safety and security, working hour, trust, relationship with co-workers and
Supervisor, and Nature of work to find the impact of overall working environment
on employee job satisfaction. A 5-point Likert scale is used to evaluate answer
ranging from not at all satisfied to completely satisfied. The data was analyzed using
regression analysis and on SPSS.
5. Findings
It was found that top management has significant positive relation with the job
satisfaction as r1=0.283, p < 0.05, also for esteem needs and work hours relationship
is both significant and positive that is r2=0.268 at p<0.05 and relationship with co-
workers the value is significant and positive r3=0.137.
6. Analysis
It is found that job satisfaction increased with conducive work environment. It also
has a positive relationship to opportunities provided to employees by the
organization. The study also showed that top management support is positively
related to job satisfaction, however relationship with co-workers doesn’t turn out to
have significant relationship with the job satisfaction.
7. Contribution of the research
This research paper contributes towards the welfare of society as the results create
awareness about the importance of good working environment for employee job
satisfaction. The study impacts upon the future performance of businesses by taking
working environment more seriously within their organizations to increase the
motivation and commitment level of their employees.
8. Limitations
The study doesn’t differentiate between the different division of each sector but
instead uses simple random technique to select the respondents. A multi-stage
stratified sampling technique should have been used to pick out respondents from
the different divisions in the companies such as sales and marketing, accounting,
admin etc.
9. Recommendations for future research
Future research can be conducted on how to improve working conditions and what
incentives to provide to motivate the workforce to achieve the organizations goals
and ambitions.
10. Conclusions
The benefits of providing a good working environment to the employees are
tremendous for both the organization and its employees. The progress that will be
achieved in the business will directly help the economy of a country as
developmental efforts will increase.
Article No. 5

Author Begüm Dilara Emiroğlu , Orhan Akova , Haluk Tanrıverdi

Year 2015

Publisher Elsevier Ltd.

Title The relationship between turnover intention and demographic factors in

hotel businesses: A study at five-star hotels in Istanbul

Variables Independent variables: Demographic factors, tenure, position, wage,

working department

Dependent Variable: Turnover Intention

Moderator or Mediator Variable: (IF USED)

1. Research Objectives
The objectives of the study were to determine the relationships between the
demographic factors (eg. age, gender, marital status, education) and the factors such
as tenure, wage, position, working department and employees’ turnover intention
in the hospitality industry.
2. Research Questions
To find out the factors that could influence the high turnover rate in the hotel
industry.
3. Research hypothesis
The researchers in this study formulated five hypotheses for the research.
H1: There is a significant difference between the demographic factors and turnover
intention.
H2: There is a significant difference between the tenure and turnover intention.
H3: There is a significant difference between the position and turnover intention.
H4: There is a significant difference between the wage and turnover intention.
H5: There is a significant difference between the working department and turnover
intention.
4. Methodology
This study was conducted on employees working in five-star hotels in Istanbul. A
survey questionnaire was designed and was distributed to 400 of the said employees
and 297 of them successfully collected back. The findings were analyzed by means
of t-tests and Anova tests in order to determine the demographic factors and factors
such as tenure, wage, position, working department that might have an impact on
the turnover intention of the staff who participated in the study.
5. Findings
It was found that 62.0% of them stated that they do not think of leaving from the
organization that they are currently working in; 59.5% stated that they do not
actively seek for alternative employment, and 62.3% stated that they would not
resign from the organization at the earliest possible opportunity. The turnover
intention of the participants was found to be at a moderate level.
6. Analysis
It is found that females have a higher turnover rate than males and more so for the
single employees rather than married people. Also, younger people had a higher
intention to turn over to seek better pay as compared to older respondents. It was
 also found that particularly the staff working in the front line (especially in front
desk and food and beverage) had a higher turnover intention than those working in
the back of the office (human resources, accounting, purchasing). Furthermore, it
was found that the kitchen staff in back office are quite dissatisfied with their job.
7. Contribution of the research
The main problem of the tourism and hospitality industry is the high turnover rate.
The main effects of such high employee turnover rates are increasing costs of
training and hiring new employees, decreasing employee productivity, satisfaction,
commitment and mood, and subsequently degradation of quality of service and poor
organizational image. Therefore, it is important for the industry professionals to
understand the factors affecting these and learn the methods of higher employee
retention.
8. Limitations
The study is restricted to the staff in five-star hotels in Istanbul.
9. Recommendations for future research
Future research can be conducted on other factors such as job satisfaction and uses
of rewards schemes for employee retention in the hotel industry.
10. Conclusions
Employees of the tourism industry must constantly deal with the needs of the
customers as well as to cope with unexpected and uncertain conditions at work.
That hotel industry is an industry based on human labor and that employees need to
communicate with customers constantly which create interpersonal conflicts, staff
stress and burnout which leads to high turnover rates in this industry. Understanding
the factors that cause this will help organizations in maintaining moderate retention
levels in their companies.