As part of my research on topic “Job satisfaction is related to intention to quit” need to extend with preliminary literature review. I have attached my research paper (please review).
Preliminary literature review must be written based on my research paper. Please see below instructions and let me know if you need more information.
-Paper must be in APA format and contain approximately 5 to 6 pages. I need separate pages only for preliminary literature review.
– Include at least 8 references and in-text citations supporting preliminary literature review. Out of 8 references at least 4 of the references must be peer reviewed empirical journal articles.
– Plagiarism is not acceptable. (Treat this an important)
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Job Satisfaction and Intent to Quit Name: Sravya Adaboina Course: Information Systems MBA5001 Organizational Behavior & Communication Email Id: email@example.com Prof. Heinzman, Joseph Abstract: The performance of any organization depends on the competency of its employees. Keeping workers satisfied is crucial to ensuring optimum performance and the realization of the company’s goals. However, an organization may lose its competitive edge when employees feel less motivated at work. As a result, they may develop the intent to quit and leave the organization. Research has proven that satisfaction is negatively correlated with the intention to quit. Satisfied employees are less likely to develop turnover intent while dissatisfied compared to dissatisfied employees. According to Herzberg’s two-factor model, employee’s satisfaction is affected by hygiene and motivation factors. Hygiene factors do not lead to satisfaction but may cause dissatisfaction if not provided while motivation factors must be present for employees to feel satisfied. Introduction: Competent employees with high levels of skills and experience are critical for a competitive edge and optimal performance. Organizations may lose qualified and highly skilled employees who feel less satisfied in the workplace. It is therefore essential to ensure these employees remain in the workplace by identifying factors that affect job satisfaction. According to Coetsee (2002), denying employees a chance to enjoy work and have fun can have detrimental effects on job satisfaction and may encourage them to seek employment in other organizations. Research by Moore (2002) found that job satisfaction is positively related to employee’s intentions to remain in the workplace. The authors found that less satisfied employees had plans to quit their jobs. Job satisfaction is a positive attitude that employees develop about their job. This attitude results from how they perceive their jobs on matters of support, pay, challenges in the workplace, and benefits and supervision. It also occurs when the employees find a good fit with the organization or when rewards for good performance are perceived as sufficient and reasonable. Intentions to quit the job, also called turnover intentions, refer to conscious considerations and willingness to seek a job in other organizations (Tett & Meyer (1993). They are defined as the probability that employees will remain with an organization. Intentions to quit start with an evaluation of job situation form which the employee advances through the stages of assessment until they ponder the decision to quit. The result of this evaluation can be the decision to leave the company. Workers seek environments that are congruent with their needs and preferences. Employees lack satisfaction in settings that are incongruent with their disposition and seek to leave the organization. They remain in situations that they feel satisfied while the environment finds satisfaction from the employees. The purpose of this study is to explore how organizations can prevent turnover intent by keeping employees satisfied. Research questions: 1. What is the nature of the relationship between job satisfaction and employee intent to quit? 2. What factors influence the relationship between satisfaction and intent to quit? Research model: Fredrick Herzberg developed the two-factor model based on the belief that satisfaction in the workplace can be explained using two sets of factors: hygiene factors and satisfied. Hygiene factors do not motivate workers in the workplace, but must be available for them to feel motivated (Sanjeev & Surya, 2016). Hygiene factors are extrinsic meaning they are not related to the work itself. Some of these factors include payment, working conditions, organizational culture and job security. Satisfiers/motivators are the second factors in the two-factor model. These factors are related to employee’s motivation and involve intrinsic conditions of the job. These factors include reward and recognition, opportunities for career growth and job satisfaction. Herzberg’s model is both theoretical and practical. To prevent turnover intent, organizations must, therefore, ensure both hygiene and satisfier factors are adequately addressed. Sufficient hygiene actors must be provided to ensure workers are not dissatisfied and satisfier factor must be submitted to keep them motivated. One of the drawbacks of Herzberg’s two-factor model is the interpretation of job satisfaction and dissatisfaction as two different factors which questionable. Additionally, the model paid too much attention to job satisfaction and provided little actual elements of motivation. Proposition: Hardworking and competent employees are crucial for competitive edge and smooth flow of operations. Organizations experience great losses when they lose part of their workforce and will incur costs recruiting new workers. One of the leading causes of intention to quit is lack of satisfaction in the workplace. Current studies have shown that satisfaction is negatively correlated with turnover intent such that employees who feel less satisfied are more likely to leave the organization. This study therefore proposes equal and treatment of employees ensure both intrinsic and extrinsic factors that affect their motivation in the job are met. To keep employees satisfied, management should make sure hygiene factors like good pay, good organization culture and working conditions, policies and job security are available. Besides, satisfier factors like opportunities for growth, career development, recognition and achievement should be favourable to keep employees satisfied. References: Apollis, V. P. (2010). The relationship between intention to quit, psychological capital and job satisfaction in the tourism industry in the Western Cape. Coetsee, L. D. (2002). Peak performance and productivity: a practical guide for the creation of a motivating climate. Cork Publishers. Moore, J. E. (2000). One road to turnover: An examination of work exhaustion in technology professionals. Mis Quarterly, 141-168. Tett, R. P., & Meyer, J. P. (1993). Job satisfaction, organizational commitment, turnover intention, and turnover: Path analyses based on meta‐analytic findings. Personnel Psychology, 46(2), 259-293. Sanjeev, M. A., & Surya, A. V. (2016). Two-factor theory of motivation and satisfaction: an empirical verification. Annals of Data Science, 3(2), 155-173.
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Tags: no plagiarism APA format In-text Citations Empirical Journal Articles Preliminary Literature Review