The Effect of Employee Turnover on the Performance and Competitiveness of Banks in Ghana

• Autorzy: Emmanuel S. Asamoah , Frederick Doe , Hayford Amegbe

Warianty tytułu

Wpływ fluktuacji kadr na wydajność oraz konkurencyjność banków w Ganie

• Języki publikacji: EN

Abstrakty

EN

Background. Employee turnover is widely considered organisational issue. The commonest assumption regarding the relationship between turnover rates and organizational performance is that increasing turnover rates is dysfunctional in the sense of being associated with decrements in organizational performance and competitiveness.
Research Aims. The main objective of this study is to assess the effects of Employee Turn-over on the performance and competitiveness of firms in the banking industry in Ghana.
Method. This research targeted the employees of 15 selected banks operating in Ghana. A sample of 480 respondents were purposively selected with no discrimination to sex, religion, disability, and, nationality. The Independent t-test and the Pearson's Product Moment (Pearson r) Correlation Coefficient test were the statistical tools used in the analysis of the data.
Key Findings. The analysis of the data reveals that banks with low employee turnover will perform better and are more competitive than those with high employee turnover; highly motivated employees will have a lower turnover intention than those less motivated and employees in higher ranking jobs have lower employee turnover intentions than employees in low ranking jobs. Gender, age and job tenure have no significant influences on turnover intentions. (original abstract)

Tło badań. Fluktuacja kadr jest powszechnie znanym zjawiskiem w organizacji. Najbardziej popularnym założeniem dotyczącym relacji pomiędzy wskaźnikiem fluktuacji a organizacyjną wydajnością jest przekonanie, że rosnące wskaźniki fluktuacji są dysfunkcyjne w związku z ich ograniczającą rolą w organizacyjnej wydajności oraz konkurencyjności.
Cel badań. Głównym celem opracowania jest ocena oddziaływania Fluktuacji Kadr na wydajność oraz konkurencyjność przedsiębiorstw w sektorze bankowym w Ganie.
Metodyka. Badaniem objęto pracowników w 15 wybranych bankach prowadzących działalność w Ganie. Próba badawcza 480 respondentów została celowo dobrana bez dyskryminacji ze względu na płeć, religię, niepełnosprawność oraz narodowość. Statystycznymi narzędziami wykorzystanymi do analizy danych były Niezależny t-test oraz współczynnik korelacji liniowej Pearsona (r-Pearsona).
Kluczowe wnioski. Analiza danych wskazuje, że banki z niską fluktuacją kadr uzyskują lepsze wyniki oraz są bardziej konkurencyjne od banków z wysoką płynnością pracowników; wysoko zmotywowani pracownicy wykazują mniejszą chęć do zmiany pracy niż pracownicy mniej zmotywowani oraz pracownicy zajmujący wyższe stanowiska wykazują mniejszą chęć do zmiany niż pracownicy na niższych stanowiskach. Płeć, wiek oraz staż pracy nie mają znaczącego wpływu na chęć odejścia z pracy. (abstrakt oryginalny)

Słowa kluczowe

EN

Banks; Banks' competitiveness; Labour turnover; Labour efficiency; Banking sector; Research results

PL

Banki; Konkurencyjność banków; Płynność kadr; Wydajność pracy; Sektor bankowy; Wyniki badań

• Czasopismo: Współczesne Zarządzanie
• Rocznik: 2014
• Tom: 13
• Numer: nr 4
• Strony: 8--26

Twórcy

autor

Emmanuel S. Asamoah

• University of Professional Studies, Accra, Ghana

autor

Frederick Doe

• University of Professional Studies, Accra, Ghana

autor

Hayford Amegbe

• Dominion University College, Accra

Bibliografia

• Baron, J.N., Hannan, M.T., & Burton, M.D. (2001). Labour pains: change in organisation models and employee turnover in young high-tech firms. America Journal of Sociology, 106, 960-1012.
• Batt, R. (2002). Managing customer services: Human resource practices, quit rates, and sales growth. Academy of management journal, 45, 587-597.
• Bloch, B. (2004). Effects of job satisfaction on employees motivation & turnover Intentions, Journal of Managerial Sciences, 1(1).
• Blomme, R.J., Van, R., & Tomp, D.M. (2010). Work family conflict experiences as a reason to leave the hospital industry. Helsinki, Finland: Annual Conference EuroChries.
• Campbell, G.P. (1990). Modeling the performance prediction problem in industrial and organisational psychology. In Dunnette, M. & Hough, L.M. (2nd Eds.), Hand book of and organisational psychology, 1, 687-731. Palo, A., Consultina psychologist press.
• Cascio, W.F. (1992). Managing human resources. New York: McGraw-Hill Inc.
• Cotton, J., & Tuttle, J. (1986). Employee turnover: A meta-analysis and review with implication for research. Academy of Management Review, 11(1), 55-70.
• Dess, G., & Shaw, J. (2001). Voluntary turnover, social capital, and organisational Performance. Academic Management Review, 26(3), 446-456.
• Durkin, M., & Bennett, H. (1999). Employee commitment in retail banking: identifying and exploring hidden dangers'. International Journal of Bank Marketing, 17(3), 124-137.
• Elanain Abu, Hossam M. (2014). Leader-Member Exchange and intent to turnover: Testing a mediated-effects model in a high turnover work environment. Management Research Review, 37(2), 110-129.
• Gable, M., Hollon, C.J., & Dangello, F. (1984). Predicting voluntary managerial trainee turnover in a large retail organisation from information on an employment application blank. Journal of Retailing, 60(4), 43-59.
• Ginarlis, J., & Ackman, R. (1986). The Savi1; the savings War: Part 1; the Building Societies' Quilter Goodison Report, February.
• Guper, M. (1999). To Be Or Not To Be? A Study of Employee Turnover. Journal of Organisational Behavior, 34, 23-39.
• Henneberger, F., & Sousa-Poza, A. (2007). Arbeitsplatzstabilität und Arbeitsplatzwechsel in der Schweiz [employment stability and job mobility in Switzerland], Bern: Haupt.
• Hom, P.W., & Griffeth, R.W. (1991). Structural Equations Modeling Test of a Turnover Theory: Cross-Sectional and Longitudinal Analyses. Journal of Applied Psychology, 76, 350-366.
• Huselid, M.A. (2004). The impact of human resource management practices on turnover, productivity, and corporate financial performance. Academy of Management Journal, 38, 635-672.
• Kotze, K., & Roodt, G. (2005). Employee's turnover intentions affect productivity. South Africa: Johannesburg. Journal of Human Resource Management; 3(2).
• Lambert, E.G., Hogan, N.L., & Barton, S.M. (2001). The impact of job satisfaction on turnover intention: a test of a structural measurement model using a national sample of workers. The Social Science Journal, 38(7), 233-250.
• Lerner, A.P. (1934). The concept of monopoly and the measurement of monopoly power. Review of Economic Studies, 1(3), 157-175.
• Lewis, P.V. (1983). Managing human relations. Boston: Kent Publishing Co. Ltd.
• Major, B. & Konar, E. (1984). An integration of Sex difference in pay expectation and their possible causes. Academy of Management Journal, 27, 777-792.
• Mano R.N., & Shay, S.T. (2004). Job search modes and turnover. Career development International, 5, 442-446.
• Marthis, R.L., & Jackson, H.J. (2000). Human resource management. United Kingdom: South-Western College Publishing.
• McElroy, J.C., Morrow, P.C., & Rude, S.N. (2001). Turnover and organisational performance: A Comparative analysis of the effects of voluntary, involuntary and reduction in force turnover. Journal of Applied Psychology, 86, 1294-1299.
• Meece, J.L., Glienke, B., & Burg, S. (2006). Gender and motivation. Journal of School Psychology, 44(5), 351-373.
• Metcalfe, B. (1984). Foreign Banks' Competitive Challenge in Canada. International Journal of Bank Marketing, 2(2), 3-14.
• Morrell, K.M., Loan-Clarke, J., & Wilkinson, A.J. (2004). Organisational Change and employee turnover. Personnel Review, 33(2), 161-173.
• Motowidlo, S.C., Borman, W.C., & Schmidt, M.J. (1997). A theory of individual difference in task and contextual performance. Human Performance, 10, 71-83.
• Newby, R. (2005). Biological sex, stereotypical sex roles and SME owner characteristics, International Journal of Entrepreneurial Behaviour and Research, 11(2), 129-143.
• Parasuraman, A., & Futrell, C.M. (1983). Demographics, job satisfaction, and propensity to leave of industrial salesmen. Journal of Business Research, 11, 33-48.
• Pfeffer, J. (1996). Competitive Advantage through people: Unleashing the power of the work-force. Harvard Business Press, Boston, MA.
• Price, J.L. (2001). Reflections on the determinants of voluntary turnover. International Journal of Manpower, 22(7), 600-624.
• Radzi, S.M., Ramley, S.Z.A., Salehuddin, M., Othman, Z., & Jalis, M.H. (2009). An empirical assessment of hotel departmental managers' turnover intentions: the impact of organizational justice. International Journal of Business and Management, 4(8), 173-183.
• Schuler, A.J. (2008). Sex, organisational level and outcome importance where the differences are. Personal Psychology, 28(3).
• Shamsuzzoh, G., & Shumon, S. (2010). Employee turnover-a study of its causes and effects to different industries in Bangladesh. International Journal of Humanities and Social Science [Special Issue - July 2012].
• SHRM (Society for Human Resource Management). (2008). Employee job satisfaction: understanding the factors that make work gratifying. Media Contact Julie Malveaux.
• Straudohar, P.D., & Yoder, D. (1982). Personnel Management and Industrial Relations. Englewood Cliffs, New Jersey: Prentice Hall.
• Tarver, J.L. (1987). In Search of a competitive Edge in Banking: A Personnel Approach. International Journal of Bank Marketing, 5(1), 61-68.
• Todd, J. (2007). Transcript from an interview on BBW World, September.
• Trimble, D.E. (2006). Organisational commitment, job satisfaction and turnover intention of missionaries. Journal of Psychology and Theology, 34(4), 349-360.
• Viscusi, K. (1980). Sex differences in worker quitting. The Review of Economics and Statistics, 62, 388-398.
• Viswesvaran, C., & Ones, D.S. (2000). Perspectives on models of job performance. International Journal of Selection and Assessment, 8(4), 216-226.
• Walsh, G., & Bartikowski, B. (2013). Employee emotional labour and quitting intentions: Moderating effects of gender and age. European Journal of Marketing, 47(8), 1213-1237.
• Yavas, U., Babakus, E., & Karatepe, O.M. (2013). Does hope moderate the impact of job burnout on frontline bank employees' in-role and extra-role performance? International Journal of Bank Marketing, 31(1), 56-70.