Employee Turnover and Job Satisfaction Essay

A collection of peer- reviewed articles were used to probe the link in the midst of employment satisfaction and employee overturn, as well as how to effectively use pasture want to decrease employee perturbation range. Though the publications surveys various types of studies in multiple settings, over alone it indicates that how satisfied employees atomic number 18 with their earn is without delay link with a business employee turnover rate. Major themes that emerged as the driving index behind conjecture satisfaction be supplying concerns, the implementation of a rewards system, employee benefits and pay, employer to employer communication, the preponderance of moral stressors, role bank n ane, and the organizational environment of the business. The enquiry indicates that some or all of these factors should be used as ply motivators, increasing cheat satisfaction, and ultimately decreasing employee turnover rates. Keywords labor satisfaction, employee turnover, employee satisfaction, employee retention, make believe pauperization, employee penury, employee engagement, retention factorsMinimizing Employee overturn in a Clinical Environment by Creating Job cheer People want to feel fulfilled in their pull in this is non recent discovery (Katzell & angstrom unit Thomson, 1990). When a person feels that he or she is beatning to lose a sense of purpose at their positioning of employment, he or she moves on. Extensive query has been done in attempts to actualize the causes behind employee turnover. The research examine in this literature review indicates that there is a direct link mingled with employee turnover and conjecture satisfaction. This theme impart be exploring employee turnover in a variety of work situations however, I will be observing with the purpose of implementing the takeings inwardly a healthcare setting.Since healthcare is something that is so vital in the lives of all people, it is perfectly necessary that a healthcare system is run efficiently for some(prenominal) business to be run efficiently, a skilled and competent faculty is a requirement (Harter, Schmidt, & adenylic acid Hayes, 2002). health care professions are racyly demanding without priggish work motivation, employee retention whitethorn suffer. Though high employee turnover rates abide be seen in numerous professions, they are be attack especially overabundant in healthcare scenarios (Belbin, Erwee, & international vitamin Aere Wiesner, 2012). One primer coat for this may be that healthcare is becoming much(prenominal) a strong ferocity, twain in our daily lives and in the business world (Barrett, 2010).A rotund healthcare system calls for an vitamin Ale staff with more employees, it generally follows that employee turnover rates will increase. Whatever the case, in order to maintain a successful clinic, one should have a outdoors determineing of what affects employee turnover. The finishing of this paper is to understand the link between employee turnover rates and note satisfaction. Once these factors, or work motivators, are identified, this paper will examine how they back tooth be implemented within a clinic to decrease employee turnover and increase the writ of execution levels of employees. DefinitionsEmployee turnover rate link ups the frequency in which employers pass and lose employees (Cline, Reilly, &type A Moore, 2003). When examining turnover rates, some researchers like to make the distinction between self-imposed and involuntary turnover. In this literature review, when I refer to employee turnover, I will be specifically tensioning on voluntary turnover.Job satisfaction indicates the contentedness an individual feels toward their vocation. Job satisfaction, as this research will further confirm, is a complex and multifaceted opinion many an some other(prenominal) factors are integral in the accomplishment of occupation satisfaction. As deal out & ant iophthalmic factor Cleal (2011) confirm, there are many theories on what motivates trick satisfaction, whether it be dispositional, situational, or psychological. This literature review is mainly concerned with situational job satisfaction. overwork motivation is defined by Lindner (1998) as the inner force that drives individuals to r separately out personal and organizational goals (p. 1). Motivation is what gives us our purpose and tenacity it is the appetency achieve specific goals and to meet inevitably unmet.Rewards systems are implemented by employers to both make aware their expectations for their employees and for employees to receive the benefit of realisation when their job or task is performed with excellence (Shiraz, Rashid, & Riaz, 2011). Some examples of vocational rewards are promotions, monetary compensation, vacation, and recognition. MethodApplicable research articles were prove using resources and databases lendable through Cornerstone University in Gra nd Rapids, Michigan. The most advantageous databases were ProQuest, GaleGroup, AcademicOne, and PsychInfo. The undermentioned key words were used to help narrow search results job satisfaction, employee turnover, employee satisfaction, employee retention, work motivation, employee motivation retention factors, and employee engagement. In order to keep this literature review applicable to current circumstances, articles dating before 2000 were not used, with the exclusion of those dealing with theoretical framework. The research was done in not yet medical environments, but in a variety of work environments. The apprehension for this is that job satisfaction and employee turnover rates are very prevalent in a considerable number of professions. The findings found within each article may be effectively applied to a clinical setting. Each article used for this literature review is peer-reviewed. Review of link up LiteratureSince the concept of job satisfaction and its relation to job executing and employee turnover is such a large topic, this literature review will be focusing on several key factors (a) the role of recognition and rewards in the work taper (Shiraz et al., 2011) (b) meaningful communication between employer and employee (Sultan, 2012) (c) the splendour of leadership and role definition in the work place (Moynihan & Pandey, 2007). While all the researchers agreed that there are always a number of factors that process employee turnover and job satisfaction, for succinctness, this particular literature review will specifically examine the aforementioned topics and their descent to employee turnover and job satisfaction. While it may not immediately seem that these topics are in and of itself committed, by exploring these themes piece-by-piece, in conclusion we are able to see how  unitedly they are able to offer insight into how job satisfaction stinkpot be improved. The role of recognition and rewards in the work place at bottom t he workplace, both employers and employees maintain certain expectations of each new(prenominal). Employers expect their employees to take initiative, care themselves, continue to learn new skills, and be responsive to business needs (Ali & Ahmed, 2009, p. 1). Employees expect, at the very least, to be treated with fairness, to be paying(a) a reasonable salary, and to experience a safe working ambience (Ali & Ahmed, 2007). These are, as Linz (2010) puts it, intrinsic rewards. In Linzs study, all employees set these rewards as an integral part of job satisfaction and motivation single some employees placed great value on extrinsic rewards such as promotions and recognition. In a theoretical study constructed by Lindner (1998), the research indicated that simply receiving full appreciation for work done was ranked eventfully important in a list of factors linked with job satisfaction, coming in at third gear.However, in a study performed by Ali & Ahmed (2009), a questi onnaire given to 80 Unilever employees showed that there was a significant correlation coefficient with the extrinsic reward recognition and how satisfied and incite they were in their work. Ali & Ahmed (2007) used the Pearsons Product Moment Correlation Coefficient to quantify their data. In a study very similar to the one performed by Ali & Ahmed (2007), Danish (2010) hypothesized that there would be a strong relationship between recognition and work motivation he as well as predicted that there would be a strong link between rewards and work motivation. Both of his hypotheses were support however, the link between recognition and work motivation, though positive, was not as strong as anticipated.Though the link between rewards and work motivation was slightly stronger than the correlation between recognition and work motivation, it solace was not as significant as the link between work motivation and the content of the work itself. Like Ahmed & Ali (2007), Danish (201 0) used the Pearsons Product Moment Correlation Coefficient. Meaningful communication between employer and employeeIn a qualitative study of nurses who voluntarily left their jobs, researchers discovered that the reason the nurses communicated to their employer for leaving was not consistent with the reason they gave to a indifferent third party when posited with the same question (Cline, Reilly, & Moore, 2003). Interestingly enough, the reasons that they gave for leaving were directly connected with problems concerning communication with their managing staff. In a theoretical study intentional by Lindner (1998) with the purpose of ranking factors associated with work motivation, the feeling of being in on things was among the more important factors, placing sixth in the line-up.Some other factors that were mentioned in Lindners study could also be linked with the concept of employer and employee communication full appreciation of work done, personal loyalty to employees, considerate discipline, and sympathetic help with personal problems. Goris (2007) performed a moderated regression analysis on 302 employees. In his findings, he did not discover that employees communication-related interactions served as an indication of what types of jobs employees would choose. However, Goris (2007) did find that communication satisfaction was a primary predictor of employees performance and overall job satisfaction.The importance of leadership and role definition in the work place The research consistently indicates that the establishment of roles within a work environment is important when examining employee turnover and job satisfaction (Patnaik, 2011). In a study performed by Cline et. al (2003) in which they interviewed registered nurses who had voluntarily left their place of employed, leadership and group cohesion were factors that directly affected turnover and retention. In another study, Moynihan et al. (2007) used a questionnaire to uncover a direct, p ositive relationship between role clarity and how satisfied employees were with their jobs. However, in the same study, researchers found that role clarity did not seem to have much operate on the employees work involvement. Key Findings and Implications for Professional PracticeThe main focus of this literature is identifying the factors that influence job satisfaction and work motivation and how they influence employee turnover. The research indicates that there is a strong link between job satisfaction and employee retention and that there are several work motivators that can be implemented to increase job satisfaction and decrease employee turnover. In addition, the research implies that increased work motivators and job satisfaction leads to higher performance levels in employees, greatly benefiting the organization or businesses they serve. While a high employee turnover rate is not hard for employees to see, it is oftentimes difficult to understand the reasons behind it. In this literature review, some real insight could be found in the study of registered nurse turnover rates performed by Cline et al. (2003).The nurses were very clear on their reasons for leaving their jobs when talking with a neutral third-party however, because they did not feel comfortable communicating with staff members within their origin place of employment, they were unable to voice these concerns to their former employer. This demonstrates a very acuate example of a problem seen in many work environments a lack of communication. Throughout much of literature considered in this review, communication, even if it was not directly named, emerged as a very important ingredient within an effective work environment. Through proper communication, employers and employees are able to not save discuss what needs to be accomplished, but they can begin to gain a better understanding of one another.Since there are such a number of work motivation factors, it is important for an empl oyer, or, in larger companies, a manager to have open communication with their employees and absorb to know them so they can meet their needs, leading to great job satisfaction for that individual. It seems that communication is a joining theme throughout many of the work motivating factors explored. Within a clinical setting, communication can be cultivated through the establishment of meetings, memos, and clear definition of the clinics practices (Sultan, 2012). Role clarity, another factor in job satisfaction, can also be implemented through proper communication between staff members. Rewards within a clinic may be exhibited through compensation or promotion however, recognition, a form of reward, can be achieved through literal or written communication.Conclusion and RecommendationsIt is important to achieve an environment where ones employees feel fulfilled since, as the research confirms, this is directly connected with how successful and effective a business can be (Moyniha n & Pandey, 2007). Many might assume that how much an employee is paid is the driving force behind whether or not they are satisfied with their job (Lindner, 1998). However, firearm that is a factor, many of studies included here, as well as well-respected theories on the subject of work motivation, imply that there are many other factors that influence how happy an employee is with their job. The work motivators explored specifically in this review all exhibit a strong correlation with job satisfaction, though they still do not encompass all the factors that influence a thespians job satisfaction and motivation.Organized management, public service motivation, advance opportunities, work content, and job routineness are some of the other factors that have a strong effect on job satisfaction. With such an array of factors to consider, it is clear that one cannot completely prevent employee turnover. However, as an employer or manager it is important to strive to create an e nvironment where ones employees are authorize and motivated to perform their job to their best of their ability. By implementing practices in which an employee feels mute and valued, an employer is able to create a work environment where employees not only feel satisfied in their job, but they also feel motivated to set and accomplish goals for themselves and for the business in which they serve.Especially in a healthcare setting, the motivation, which is to help make better, or even save the lives of others, is a substantial one. By gaining a better understanding of the work motivators that roleplay job satisfaction and minimize employee turnover, an employer can bring about outcomes that benefits clients, employees, and the futurity of their business.ReferencesAli, R., & Ahmed, M. S. (2009). The impact of reward and recognition programs on employees motivation and satisfaction an empirical study. International Review of Business Research Papers, 5(4), 270-279.Barrett, S. (2 010). Healthcare growing pains. Corporate Adviser, 33. 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