Relationships Between Hrm Practices with Job Satisfaction and Turnover Intention

Relationships between HRM practices with Job Satisfaction and Turnover Intention

Introduction

There are numbers of job satisfaction researches that have been conducted over the past couples of ecades. Most of theses researches often look into two different type of variable which effect job satisfaction. First, individual characteristics define as race, gender, educational level and age such as the study of Reiner and Zhao (1999) explain a significant effect on age whereas Ting (1997) clarifies age and race associated effect to job satisfaction. On the other hand, in the second place in most studies are work environment  as supported by Herzberg (1996) as the primary determinant of employee satisfaction. However, there are recent studies that focused on how some human resource practices can effect employee job satisfations and turnover. The general definition of job satisfaction that is been widely used in organizational research is that of Locke (1976), he defines job satisfaction as “a pleasurable or positive emotional state resulting from the appraisal of one’s jon or job experiences”. A more contemporary definition of the concept was developed by Hulin and Judge (2003), who have noted that job satisfaction includes multidimensional psychological responses to an individual’s job, and these personal responses have cognitive(evaluative), affective (or emotional),and behavioral components. This paper attempts to identify and prove that there are strong and significant realtionships between some of human resource practices and employee’s job satisfactions. The focus area of these HR practices are training and developement, performance evaluation and compensation practice.

Training and Development

Training and development are processes that attempt to provide an employee with information, skills and an understanding of the organization goals. In addition, training and development are designed to help a person continue to make positive contributions in the form of good performance. Scahffner (2001) on his study assert the relationship between job training and productivity, however job training tends to be a lose value when the workers change jobs. Hence, there is a relationship between job training and turnover intention. The intention to find a new job by an employee may be the consequences of his/her level of job satisfaction. Medina (2012) cited that job satisfaction is inversely related to turnover intention and low turnover has been shown to increase organizational productivity and performance. This study also finds that job satisfaction is inversely associated with turnover intention and that organizational culture moderates the magnitude of this relationship. Thus, training and development program in an organization may have a part in molding an employee’s positive feeling towards their job.  In deed, training programs in particular are often targeted because employee turnover is generally higher during times of economic uncertainty. Even in the best of times, organizations must decide how much to invest in on-the-job training, balancing the benefits of increased productivity against the costs of training. On the other hand, the trained workers can migrate or turnover easily when their skill of workers are higher without paying the cost of training. As a result, job satisfaction need to be applied in order to influence the workers to stay longer in their organization. The relationship between job satisfaction and training has be addressed in some previous studies, Bradley, Petrescu and Simmons (2004) explain that creating on-going learning as well as training in workplace has a highly significant effect on job satisfaction, in addition on their study indicates that training increases the probability of work being either completely or very satisfied that enhance employee motivation and commitment. In other word, on-going learning or training has positive association with job satisfaction.