A conceptual analysis of employee turnover intention: The causes of turnover intention in the faculties in higher educational institutions

Abstract

Employee turnover is a major challenge for companies around the world. Higher education is an important building block for any society committed to democracy. The issue of employee t urnover has received a great deal of attention from many HR managers and organizational theorists. Colleges and universities implement human resource management strategies that include retention of qualified professors. About 65% of professors are considering quitting college, and nearly 45% of those surveyed say they could consider quitting college altogether, according toa report by Horizon Executive Search firm. Faculty turnover can also lead to low morale, loss of commitment to the institution, and further turnover. Previous studies have shown that faculty satisfaction is an important predictor of turnover intentions. This paper gain insights into the conceptualisation of employee turnover intention and further explores and highlights the causes of faculty turnover intention. The study is based on secondary data from different articles, research papers and literatures. The present study expose the qualitative and exploratory roles in the field of Talent management. Literature reveals important turnover intent being a major challenge of an institution must be given priority in order to minimise the turnover intent rate of a faculty. By reviewing the previous papers it can be concluded that lower level of job satisfaction leads to high level of turnover intention. If employees are satisfied with the current job, they did not intent to leave. Introduction Higher education institutions (HEIs) have allowed the phenomenon of high manager and faculty turnover to become a cultural norm in business practices. Many institutions blame the economy for job cuts and budget cuts. As the sector continues to shrink in size, institutional operations are consolidated. Staff shortages have meant increased demand for jobs across all sectors, resulting in burnout or lower employee retention. (Du Plooy & Roodt, 2010) [8]. Employee turnover can be understood as an employee voluntarily leaving an organization or profession. The concept of voluntary turnover can only be explained if it is accepted as a combination of social, economic and psychological processes (Udechukwu et al., 2007) [35]. Turnover intentions can be defined as an individual's intention to voluntarily leave an organization or profession. Intent is important to examine because it predicts human perception and judgment. (Mobley et al., 1979) [25]. Researchers testify that intention to leave consists of a series of processes: the idea to quit, the intention to pursue, and the intention to quit. (Mobley 1982; Mobley et al., 1978). Mobley et al. (1979) [22, 23, 24] observed that intention to leave is influenced by many factors, including organizational factors, individual employee characteristics, job and labour market expectations, and person al values. Turnover intent is defined as the employee's intention to find a new job with another employer within the next year. When an employee is attracted to an offer from another organization and the employee leaves the organization, this is known as a pull. In this type, employees find better options in terms of career progression, higher salaries, more benefits, and opportunities to work abroad. Factors such as problems, boredom at work, and feelings of unfairness about issues such as salary and promotion. (distributive justice) causes a lot of complaints. These factors are the triggers for smoking cessation. This is called the "push" turnover rate.