Analyze the benefits of having a fully motivated staff as well as the potential consequences of not having a motivated staff.

New Horizons, Vol.12, No.1, 2018, pp 99-112 DOI:10.2.9270/NH.12.2(18).07

iMPaCT Of inTrinsiC faCTOrs

Of MOTiVaTiOn On EMPLOyEE’s

inTEnTiOn TO LEaVE

Muhammad imran sahir, dr. nazar hussain Phulpoto

and dr. Zafar uz Zaman

aBsTraCT

Employees are a vital and valuable asset of an institution.

An institution’s success might not be realized without its

worker’s support and involvement. This study examined

intrinsic factors of motivation which influence the intention

to leave among Health Department’s employees in District

Okara (Punjab) Pakistan. The researcher through

literature review identified three factors; training &

development opportunities, employee recognition, and peer

relations, which significantly influence intention to leave

(ITL). This study has selected a sample size of 214

employees of Health Department, including doctors, nurses

and nutrition supervisors. After conducting the survey, 201

accurately filled questionnaires were received back. The

results of this study indicate that all independent variables

have an inverse relationship with the dependent

relationship. However, training & development

opportunities had a strong inverse relationship with

employees’ intention to quit. Thus, the study findings affirm

the assumptions considered and offer suitable

recommendations and directions for future study.

Keywords: Training and Development Opportunities, Recognition, Peer Relations and Intention to Leave (ITL).

inTrOduCTiOn

The success and growth of any organization depend on its human resources. Employees’ intention to leave is one of the intense challenges for any organization which creates long-lasting effects on the organization. Employees’ turnover is a serious issue especially in the field of HR management (Hassan, 2014). Over the last two decades, the issue of workers turnover still exists among all other managerial problems of the organizations in the world. The rate of workforce turnover is very high even in industrially developed nations. Achievement of higher levels of

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IMPACT OF INTRINSIC FACTORS OF MOTIVATION ON EMPLOYEE’S INTENTION TO LEAVE

Muhammad Imran Sahir, Dr. Nazar Hussain Phulpoto and Dr. Zafar uz Zaman

ABSTRACT

INTRODUCTION

performance by the employees is associated with their satisfaction regarding the working environment of the organization. The organization should follow the vibrant policies to reduce the gap between top-level management and middle-level management to resolve the issue of worker turnover in organizations (Naeem, Ramzan, & Aisha, 2013).

In many developing as well as advanced countries, employees’ intention to quit creates critical challenges for the HR management. World Health Organization (WHO), points out the global issues of scarcity of labor and healthcare personnel; in fact, this phenomenon is insistent in underdeveloped nations according to the Healthcare Performance Indicator reports. WHO, during the third Global Forum on Human Resources for Health, reported that the entire world by the year 2035 would face 12.9 million of the shortage of healthcare staff (World Health Organization, 2013).

In recent decades, many countries have been facing problems relating to healthcare system due to a shortage of nurses. This problem is widespread in developed countries (like USA and UK), but it is also alarming in developing countries. The World Health Organization (WHO), estimated the entire world needs about two million increases in healthcare workforce to meet the global health goals set by WHO. Migration of nurses is an international phenomenon, especially in emigration countries. Many developed countries resolve this issue, by employing nurses from developing countries. The data collected by WHO revealed that the highest deficiency of nurses is in the Asian region, where dominant nations have a larger population. The ratio of nurses to population is very low in these countries. Due to insufficient health budgets, it is not possible for developing countries to attract and hire nurses (Ivković, 2011). A recent study conducted in Pakistan indicated that the rate of turnover among nurses in Pakistan from the year 1996 to 1999 was above 30%. The reasons behind this turnover were emigration of nurses to the United Kingdom and the United States of America, who resigned for better pay prospects in the developed economies. However, the USA Board estimated that international nurses’ turnover rate was 15% (Khowaja, Merchant & Hirani, 2005).

rEsEarCh siGnifiCanCE and sCOPE

In public sector hospitals especially, those situated in the rural areas and small cities, most of the doctors, nurses and nutrition supervisors are not satisfied with their jobs, and many of them quit their jobs for better job opportunities. The reason for their turnover intention is not their

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RESEARCH SIGNIFICANCE AND SCOPE

incompetency, but other factors. The doctors and nurses’ turnover in developing countries like Pakistan is very high, which in turn creates problems for governing authorities to provide appropriate health care facilities to the citizens. It is of the critical need to have comprehensive studies on the factors which influence the employee intention to leave in the healthcare sector. The findings of this research will contribute to the literature about factors involved in employees’ intention to quit the job. It will enlighten the policy-making management of the government health department to develop employee retention strategies. Understanding of these factors may help the government policymakers in reducing the intention of turnover among employees and the overcome the turnover cost.

LiTEraTurE rEViEW

intention to Leave (iTL)

A considerable amount of theoretical and empirical literature has identified various factors which influence employees’ turnover. It is observed that the employee intention to quit the job is a crucial stage before the actual turnover occurs (AlBattat & Som, 2013). Hassan (2014), used turnover intention as a dependent variable to find reasons behind this trend. Decker, Harris-Kojetin, and Bercovitz (2009), used intention to leave as a dependent variable with motivation factors. Rizwan and Mukhtar (2014), explained that employees should be monitored by managers and satisfaction should be provided to the employees about the intrinsic and extrinsic factors of the job. Moreover, giving importance to leaving intentions, may reduce the actual turnover and save the cost of the organization for new recruitment, training, and replacement of the staff. Jadoo et al., (2015), asserted that one- half of the participant’s doctors in his research study were actively seeking alternative job opportunity. Their intention to quit was associated with working conditions, demographic factors, and job dissatisfaction. The retention of these doctors was possible by motivating them through competitive salaries; intrinsic rewards improve working conditions and better supervision. By detailed literature review, it is considered that intrinsic and extrinsic factors of motivation significantly influence employee intention to stay or quit in the organization (Alam, 2015).

Training and development Opportunities

Training and development programs are associated with those specialized skills which are required by the organizations from their employees, to achieve organizational goals (Jehanzeb, Rasheed & Rasheed, 2013). To retain

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LITERATURE REVIEW

Intention to Leave (ITL)

Training and development Opportunities

employees for the long run, organizations should provide training and develop opportunities for their employees, to inculcate self-achievement and growth. Momanyi and Kaimenyi (2015), observed that limited training and development opportunities resulted in inadequate promotion and career advancement, which ultimately lead to turnover intention in employees. Hassan (2014), mentioned promotion opportunities as an independent factor of intention to leave and further the promotion opportunities were only possible with training and development in organizations. Nawaz and Pangil (2016), suggested that the employees expect better salaries, fair appraisal system, sound training & development programs and career growth opportunities within the organizations for positive attachment and to minimize the chances of leaving the organization. Furthermore, the career growth concerns are entirely associated and influence employee intention to quit. Chang, Chou, and Cheng (2007), proclaimed that if organizations satisfy the career and development needs of the employees, then employee’s turnover intentions may decrease. They suggested that managers must pay more attention to employees’ career needs and must introduce well-planned training and development. Kadiresan, Selamat, Selladurai, and Mohamed (2015), suggested that training and development enhance the productivity and performance of the employees which result in a reduction of employees’ turnover intention in the organizations. Jehanzeb et al., (2013), explored that training and development programs are positively related to organizational commitment and to get their commitment, employees should be strongly recognized with goals, mission, and values of the organization, through appropriate training programs. Hence training and development motivate employees to work and retain them in the organizations. Long, Perumal, and Ajagbe (2012), explicated that training and development opportunities are not just a way to obtain competencies, but they are necessary for employees to accomplish organization’s goals and objectives. Joarder and Sharif (2011), described that through training and development, employees could enhance their knowledge and skills which is needed for standardized performance in the technological work environment. According to Kim (2014), turnover intention among workforce decreases when they perceive career advancement opportunities in their current job.

recognition

Recognition includes monetary and non-monetary benefits provided by the organization to their employees for achievement of organizational goals (Awan & Tahir, 2015). Agyeman and Ponniah (2014), reported that 20% respondents

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Recognition

of their research study considered recognition and reward as a major factor which leads to employee’s retention in the organization. Hence, the absence of recognition and appreciation may cause turnover intention among employees. Kassa (2015), indicated that Recognition had a positive and significant effect on employee retention, and lack of this factor of motivation may cause turnover intention. Momanyi and Kaimenyi (2015), observed that employees expect recognition for their work. Thus recognition and turnover intention have an association. Rewards and recognition play a vital role in ensuring a long-term relationship with employees with the organizations. Recognition is motivation for employees to serve long-time in the organizations and for better performance. Recognition and appreciation of work are also considered as non-financial incentives, which result in significant reduction in employee turnover intention (Khan & Qadir, 2016). A research study by Arnold (2016), indicated that lack of recognition significantly affects turnover intention among employees. According to the results of their research, 80% of participants posited that their boss did not appreciate their work. It is opined that to develop a sense of appreciation among employees; organizations should

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