THE EFFECTS OF HUMAN RESOURCE MANAGEMENT PRACTICES AND ORGANIZATIONAL CLIMATE ON TURNOVER INTENTION AN EMPIRICAL STUDY IN TURKISH BANKING SECTOR

Abstract

This study aims to explore the effect of human resource management (HRM) practices and organizational climate on turnover intention in Turkish banks. The study first examines the relative influence of eight HRM practices of: (i) behavior and attitudes (in recruitment and selection); (ii) teamwork; (iii) extensive training; (iv) written policies; (v) training in multiple functions;(vi) incentives; (vii) performance appraisal; and (viii) feedback on performance on turnover. Then, the effect of organizational climate on turnover is examined. The organizational climate factors expected to affect turnover are: i) support for innovation, ii) managerial competence and consistency, iii) workload pressure, iv) cohesion, v) organizational boundaries, vi) coordination and vii) organizational ethics. The data collected through face-to-face interviews from 391 bank employees show that behavior and attitudes, extensive training and giving feedback, as the component of HRM activities, and organizational boundaries and organizational ethics, as the component of organizational climate, directly or indirectly affect turnover. The paper presents the effect of the two groups of factors on turnover intention and the mechanisms through which of these factors cause turnover. This study gives hints to managers and practitioners to cope with turnover problems.