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CHARTERED INSTITUTE OF ADMINISTRATORS & MANAGEMENT

CONSULTANTS

PROFESSIONAL LICENSING PROGRAMME

TAMALE MODULE 1

APRIL 2022 BATCH

TAKE-HOME ASSIGNMENT TWO (2)

DECISION-MAKING & MANAGEMENT THEORIES

Presented by:

STUDENT NAME:

STUDENT ID #:

STUDENT INDEX #:

July 2022
INFLUENCE OF HUMAN RESOURCE PRACTICES ON EMPLOYEE INTENTION TO

QUIT

When looking at the issues of employee turnover and retention, it is vital to consider the

influences of motivation. Work motivation is defined as a set of energetic forces that originate

both within as well as beyond an individual’s being, to initiate work-related behavior, and to

determine its form, direction, intensity, and duration. When an organization invests time, money,

and other resources into employees who are not motivated to learn their job or perform the

functions expected of them, that investment is wasted. Two motivation theories have withstood

the tests of time and are considered the best-known explanations for employee motivation. These

are Maslow’s hierarchy of needs theory and McGregor’s theory X and theory Y.

Maslow’s hierarchy of needs theory.

Abraham Maslow introduced the hierarchy of needs theory in 1943. He proposed a sequential

hierarchy of five basic needs. His theory was based upon the premise that higher-level needs are

not important and are not manifested until lower-level needs are satisfied (Mcleod, 2018). The

most basic needs of individuals are labeled as physiological needs and included such items as

food, water, sex, sleep, and other bodily needs(Ghatak & Singh, 2019). The next most important

level of need is safety. This included items such as security and protection from physical and

emotional. The third level of needs is social needs. This level of need included affection, love,

and belongingness. The fourth level of needs is esteem needs. This level included self-respect,

status, prestige, and recognition. The highest level of need is self-actualization. Self-actualization

is the drive to become what one can become and achieve their potential (Ghatak & Singh, 2019;

Mcleod, 2018). The needs represented by Maslow’s hierarchy can be applied to the work

environment to motivate employees. Pay and work hours can contribute to satisfying

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physiological needs. Safe working conditions, company benefits, and job security help fulfill

safety needs. Friendly supervision and professional associations related to social needs. Job title

and social recognition help fulfill esteem needs. Finally, a challenging job, opportunities for

creativity, and advancement in the organization can fulfill self-actualization needs). The

challenge for organizations is to consider these employee needs as they implement organizational

practices(Ghatak & Singh, 2019).

The Maslow theory sees employee intent to quit as a dependent variable, HR practices of

recruitment and hiring, training and development, compensation and benefits, evaluation and

supervision as independent variables, and job satisfaction and organizational commitment as

control variables.

McGregor’s Theory x and theory y.

In 1960, Douglas McGregor proposed that employees are passive or even resistant to

organizational needs unless there is intervention by management. This is known as Theory X.

Theory X suggests that by nature, people dislike work, that they must be forced into achieving

goals, that they will avoid responsibilities, and display little ambition (Arslan & Staub, 2013).

Theory Y, on the other hand, is a more positive view and is based upon the assumptions that

employees can view work as being as natural as work or play, that they will exercise self-

direction if they are committed to objectives, that the average person can learn to accept and

even seek responsibility and that many employees throughout an organization can make

innovative decisions and not just those in management roles (Arslan & Staub, 2013;

SEB_LYO_McGregor_Thinker, n.d.). Although he proposed both views, McGregor believed that

Theory Y assumptions were more valid than Theory X. From an employee motivation

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perspective, organizational practices such as participative decision making and responsible and

challenging jobs could be successful techniques.

The dependent variable of employee intent to quit whilst HR practices of recruitment and hiring,

training and development, compensation and benefits, evaluation, and supervision as

independent variables are the basis of McGregor’s theory X and theory Y.

i) Below is a framework developed from the above theories

Human Resource Job Satisfaction

Practices

Recruitment & Hiring

Training &
Development
Compensation &
Benefits Intent to Quit
Evaluation&
Supervision

Organizational Commitment

ii) From above, the specific objectives are defined below;

a) Describe employees’ experience with HR practices during the twenty-four

(24) months of employment.

b) Describe newly hired employees’ job satisfaction, organizational

commitment, and intention to quit.

c) Identify the relationship between HR practices, job satisfaction, organizational

commitment, and intent to quit.

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 d) Explain newly hired employees’ intent to quit based upon HR practices.

Reference

Arslan, A., & Staub, S. (2013). Theory X and Theory Y Type Leadership Behavior and its Impact on
Organizational Performance: Small Business Owners in the Şishane Lighting and Chandelier
District. Procedia - Social and Behavioral Sciences, 75, 102–111.
https://doi.org/10.1016/j.sbspro.2013.04.012

Ghatak, S., & Singh, S. (2019). Examining Maslow’s Hierarchy Need Theory in the Social Media
Adoption. FIIB Business Review, 8(4), 292–302. https://doi.org/10.1177/2319714519882830

Mcleod, S. (2018). Maslow’s Hierarchy of Needs.

SEB_LYO_McGregor_Thinker. (n.d.).