The Impact of Human Resource Management Practices on Employees’ Turnover Intention: A Conceptual Model

Choi Sang Long · Panniruky Perumal · Akintunde M. Ajagbe

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

It is important for human resource (HR) managers to overcome employees’ turnover intention. Issues encountered may be in the areas of shrinking pool of entry-level workers, individual differences, use of temporary workers, productivity and competitiveness, retirement benefits and skills development. Therefore, this paper discusses extensively on the impact of human resource practices that can alter the negative effect on the organization due to high employees’ turnover. Several previous researches on this issue have been discussed in this paper to enable authors to develop a conceptual framework and five propositions.

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2017Exchange and Power in Social Life 1960The Norm of Reciprocity: A Preliminary Statement 2009Leading change: why transformation efforts fail 2017Perceived Organizational Support 2001Reciprocation of perceived organizational support.2001Affective commitment to the organization: The contribution of perceived organizational support.1986Employee Turnover: A Meta-Analysis and Review with Implications for Research 1987The leadership challenge: How to get extraordinary things done in organizations

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2015Mediated Mechanism of Thriving at Work between Perceived Organization Support, Innovative Work Behavior and Turnover Intention 2015Linking Performance Appraisal Justice, Trust, and Employee Engagement: A Conceptual Framework 2015Competitive Psychological Climate and Turnover Intention with the Mediating Role of Affective Commitment 2012The Approaches to Increase Employees’ Loyalty: A Review on Employees’Turnover Models 2015IMPACT OF CORPORATE GOVERNANCE ON FIRMS' PERFORMANCE

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