ROLE OF HR PROFESSIONALS

Role of HR professionals in handling employees' personal problems

Table of Content

CHAPTER ONE3

INTRODUCTION3

Aims and Significance of the Study3

CHAPTER TWO5

LITERATURE REVIEW5

CHAPTER THREE10

CONCEPTUAL/THEORETICAL FRAMEWORK10

CHAPTER FOUR12

METHODOLOGY12

Research Design12

Data Collection Sources12

Sample Design12

Data Collection Methods/ Data Collection Tools/Instruments13

Fieldwork/Data Collection/ Data Processing & Analysis15

REFERENCES16

Chapter One

Introduction

“What determines employee turnover?” The answer to this question has great relevance to the individual who may be thinking about quitting a job, and for the manager who is faced with lack of employee continuity, the high costs involved in the induction and training of new staff, and, not least, issues of organizational productivity. While actual quitting behaviour is the primary focus of interest to employers and researchers, intention to quit is argued to be a strong surrogate indicator for such behaviour. Job stressors and lack of job satisfaction are among the factors that contribute to people's intention to quit their jobs (Moore, 2002); however, it is important both from the manager's and the individual's perspective to understand the factors that mediate the relationship between job stress and intention to quit. This study had three aims:

Aims and Significance of the Study

1. We aimed to investigate the effect of job stressors on job engagement (job satisfaction, job commitment and feelings of job stress), and to relate all of these variables to intention to quit.

2. We aimed to investigate whether people's dispositional factors (locus of control, self-esteem and perceptions of social support) were mediators of intention to quit.

3. We aimed to provide a comprehensive model of intentions to quit that could be extrapolated to inform quitting behaviour.

Chapter Two

Literature Review

Intentions are, according to researchers such as Ajzen and Fishbein (1980) and Igbaria and Greenhaus (1992), the most immediate determinants of actual behaviour. They are also of practical merit from a research perspective, as once people have actually implemented the behaviour to quit, there is little likelihood of gaining access to them to understand their prior situation. The validity of studying intentions in the workplace can also be drawn from Sager's (1991) longitudinal study of salespeople, in which intention to quit was found to discriminate effectively between leavers and stayers. However, while it is reasonable to argue that intentions are an accurate indicator of subsequent behaviour, we still do not know what determines such intentions.

Numerous researchers (e.g. Bluedorn, 1982; Kalliath and Beck, 2001; Kramer et al., 1995; Peters et al., 1981; Saks, 1996) have attempted to answer the question of what determines people's intention to quit by investigating possible antecedents of employees' intentions to quit. To date, there has been little consistency in findings, which is partly due to the diversity of constructs included by the researchers and the lack of consistency in their measurements but also relates to the heterogeneity of populations sampled. Further, some authors have reported validity co-efficients (read factor loadings) for the variables under investigation but, while statistically significant, these are often of little practical utility. Such authors have also failed to report the amount of variance in intention to quit explained by the factors in their ...