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Asian Academy of Management Journal, Vol. 24, Supp. 2, 79–91, 2019
© Asian Academy of Management and Penerbit Universiti Sains Malaysia, 2019. This work is
licensed under the terms of the Creative Commons Attribution (CC BY) (http://creativecommons.
org/licenses/by/4.0/).
A MODEL FOR TURNOVER INTENTION:
BANKING INDUSTRY IN MALAYSIA
Mohammad Falahat*, Gee Siew Kit, and Liew Chin Min
Faculty of Accountancy and Management, Universiti Tunku Abdul Rahman,
43000 Kajang, Selangor, Malaysia
*Corresponding author email: falahat@utar.edu.my
Published online: 25 October 2019
To cite this article: Falahat, M., Gee, S.K., and Liew, C.M. (2019). A model for turnover
intention: Banking industry in Malaysia. Asian Academy of Management Journal,
24(Supp. 2), 79–91. https://doi.org/10.21315/aamj2019.24.s2.6
To link to this article: https://doi.org/10.21315/aamj2019.24.s2.6
ABSTRACT
The issue of sta’s intention to leave is a huge concern for senior management and
human resource managers. It is one of the costliest and most challenging issues within
any organisation worldwide. The banking industry records the highest turnover rate in
Malaysia. High employee turnover has a profound inuence on the banks’ performance and
productivity. The primary purpose of this research is to explore the real causes of turnover
intention in the banking industry in Malaysia. The result from a total of 395 respondents
showed that working environment, job enrichment, and job stress could signicantly aect
job satisfaction; whereas job stress and job satisfaction will substantially aect turnover
intention. The results also found that working environment and job stress have an indirect
eect on turnover intention.
Keywords: turnover intention, job enrichment, job stress, job satisfaction, banking industry
INTRODUCTION
In recent years, turnover has become a culture or trend in almost all industries.
High turnover has become a crucial and problematic issue that concerns all
companies as it will aect the company’s overall protability (Mohammad et al.,
2014). Previous studies on turnover found that many organisations face challenges
in hiring and retaining talent in their organisation because of increasing demand
and better opportunities that lead employees to decide relocating to another
Mohammad Falahat et al.
80
organisation (Awang, Amir & Osman, 2013). The rise of voluntary turnover from
year to year puts the company into a challenging situation in maintaining the
workforce and coordinating activities in the company. The problem of insucient
workforce will limit the growth of a business and burden the existing sta with extra
responsibilities which will lead to job stress (Harper, 2016). Statistics show that
Malaysia’s nancial services industry has a greatly increasing turnover rate from
7.4% in 2012 to 13.3% in 2013 (Willis Towers Watson, 2013). The nancial and
banking sector is found to have the highest turnover rate with 18.3% (Letchumanan,
Apadore & Ramasamy, 2017). High turnover is an unfavourable situation that will
result in increased costs in terms of recruitment, training, and development as well
as benets and compensation. When an employee leaves the organisation, the
management has to incur additional expenses by recruiting new sta, designing
a new salary package, and providing training course (Javed, Balouch & Hassan,
2014). Eventually, it will have a negative impact on the bank’s performance in
the market in terms of prot margin. Despite increased salary (Willis Towers
Watson, 2013), the turnover rate of employees in the banking industry in Malaysia
remains high. This implies a need to understand the key determinants of employee
turnover intention as the main contributor to the high turnover rate in Malaysia. In
this study, we examine the factors that aect employee turnover intention in the
banking industry. The ndings will help human resources managers to better align
their employee retention programme instead of focusing only on salary increment,
thus improving the bank’s productivity and overall performance.
LITERATURE REVIEW
Turnover Intention
Turnover is the moving of employment from one company to another company
by an employee, and this is a crucial issue for many companies. The turnover will
severely impact the company’s performance, reduce productivity, lower service
quality, and increase costs such as recruitment cost (Letchumanan, Apadore &
Ramasamy, 2017).
Turnover intention is a good and reliable indicator to predict the actual turnover
(Liu & Onwuegbuzie, 2012). Bhatnagar (2012) stated that turnover intention is
a key to modelling the employee turnover intention and the turnover intention
is related to the actual turnover. Turnover intention can also be referred to as a
turnover plan or turnover tendency. It is a behavioural tendency that prompts the
employee to seek to leave the company and this may lead to the actual turnover
(Mohammad et al., 2014).
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81
Working Environment
Jain and Kaur (2014) stated that the working environment or working condition
consists of three main elements which are the physical, mental, and social
environments. Raziq and Maulabakhsh (2015) established a model for their study
on the working environment and job satisfaction. The working environment under
their model consists of working hours, job safety and security, relationship with a
peer, esteem needs, and top management of the organisation. Poor and unfavourable
working condition is one of the primary reasons for the high degree of turnover
intention (Qureshi et al., 2013). The quality of supervision will also inuence the
turnover intention. Poor guidance and support from the manager will lead to a
high-degree stress and may even inuence the turnover intention.
It is said that the working environment has a positive association with job
satisfaction, where the better the working environment, the more it will increase job
satisfaction. Raziq and Maulabakhsh (2015), and Johnson, Kraft and Papay (2012)
investigated the relationship of the working environment on the job satisfaction
and proved that a sound working environment has a positive relationship with job
satisfaction while Idson (1990) found that a rigid type of working environment
will reduce job satisfaction while a exible environment tends to have higher
job satisfaction. From here, we can conclude that the working environment has
a signicant positive relationship towards job satisfaction. Therefore, we propose
the following hypothesis:
H1: Working environment has a positive eect on job satisfaction
Dane and Brummel (2014) argued that a good working environment tends to reduce
the turnover intention of the employee. AlBattat and Som (2013) conducted a
study on the relationship between the working environment and turnover intention.
They studied the hospitality industry and tourism employment in Malaysia. They
concluded that the working environment has a negative relationship toward the
turnover intention. Zhang et al. (2014) studied the relationship between working
environment and turnover in the hospitality industry in China. Their results
showed that the working environment has a negative association with turnover
intention. Based on the above argument, we propose that working environment has
negative relationship with turnover intention.
H2: Working environment has a negative eect on turnover intention
Mohammad Falahat et al.
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Salary
Chaudhry et al. (2011) mentioned that salary is a kind of compensation for an
employee by the company. Salary is one of the main costings for the company’s
running operation. There is a dierent salary range for dierent positions. A
company can use salary as a reward to motivate or shape the behaviour of an
employee. Even though there are other factors that inuence job satisfaction, salary
is one of the main determinants for an employee’s job satisfaction. Empirical
research has proven that if the company fails to pay an adequate salary, it will
cause dissatisfaction on the employee’s part, and may even be a catalyst for the
turnover (Lee & Sabharwal, 2016).
Kumar (2016) researched the public banking sector in India and found that salary
has a positive relationship with job satisfaction. Lee and Sabharwal (2016) have
done a research to study salary and job satisfaction among the United States college
graduates and found that higher salary will lead to higher job satisfaction.
H3: Salary has a positive eect on job satisfaction
Research works conducted on salary and turnover intention found that salary has
negative relationship with turnover intention (Kim & Stoner, 2008; Luna-Arocas
& Camps, 2007). However, Lee, Huang and Zhao (2012) conducted a study in the
hotel industry in Taiwan, and the result showed that salary didn’t have a signicant
relationship with turnover intention. Guan et al. (2014) investigated how salary
aects turnover intention in China. Their study showed that salary has negative
relationship with turnover intention. Based on the above, we can conclude and
form a hypothesis statement that salary has negative relationship toward turnover
intention.
H4: Salary has a negative eect on turnover intention
Job Enrichment
Job enrichment is a concept where employees of an organisation gain greater
satisfaction in their work through more challenging tasks which may help the
employees attain a higher sense of worth (Feder, 1999). Mosadeghrad and Ferdosi
(2013) stated that job enrichment could be as one of the motivation strategies
other than job rotation to increase employee satisfaction. Job enrichment provides
the employees opportunities to achieve their potential through on job challenges
and gain recognition. Through this job enrichment, the commitment of employee
will increase. Salleh, Nair and Harun (2012) opine that job enrichment would be
A Model for Turnover Intention
83
useful in administrative operations as job enrichment will increase the freedom,
independence, responsibility, and authority of the employee, which in turn will
contribute to higher job satisfaction and lower job stress.
Cook and Salvendy conducted research (1999) and found out that job enrichment
has a positive relationship with job satisfaction. Tausif (2012) and Kooij et al.
(2013) also found that job enrichment will positively aect job satisfaction.
Therefore, we propose the hypothesis below:
H5: Job enrichment has a positive eect on job satisfaction
Heilmann, Holt and Rilovick (2008), and Lam, Lo and Chan (2002) conducted
their studies on the factors that aect turnover intention. They found that job
enrichment can be used as a method to reduce turnover intention. Baba and Jamal
(1991) investigated how job enrichment aects turnover intention. They conducted
a study based on Canadian nurses and their results showed that job enrichment
lowered the impact of turnover intention and also improved the quality of working
life. Based on the above, we propose the following hypothesis:
H6: Job enrichment has a negative eect on turnover intention
Job Stress
Mosadeghrad (2013) noted that the unmatching between the demand of work and
employee’s ability to cope will cause the job stress. Finney et al. (2013) said that
long term job stress would cause adverse syndrome responses such as burnout,
emotional exhaustion, and other negative feelings. Job stress and burnout will not
only lead to decreased productivity but will also aect sta’s commitment to the
organisation.
Nowadays, job stress is a problem in modern life, and a common issue shared by
many companies. It aects not only the individual but also the company’s standing
or performance, such as the company’s outcome and turnover rate. An employee
under stress becomes demotivated, develops a poor health condition, and becomes
less productive (Arshadi & Damiri, 2013). This may directly impact the company’s
performance and success.
Mosadeghrad (2013), and Arshadi and Damiri (2013) have found that job stress
has a negative relationship with job satisfaction. Research has also been conducted
by Reilly, Dhingra and Boduszek (2014) to investigate how job stress aects job
Mohammad Falahat et al.
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satisfaction and they found that job stress will negatively inuence job satisfaction.
Based on the above, we propose the following hypothesis:
H7: Job stress has a negative eect on job satisfaction
Jung and Yoon (2014) studied the food service industry to understand how job
stress aects turnover intention. A similar study has also been conducted by Arshadi
and Damiri (2013), and Jou, Kuo and Tang (2013) to nd out the relationship
between job stress and turnover intention. The results showed that job stress has
a positive relationship toward turnover intention. Based on the above, we propose
the following hypothesis:
H8: Job stress has a positive eect on turnover intention
Job Satisfaction
Locke (1976) dened job satisfaction as an emotional state of a person on his
or her work or working experiences (Fu & Deshpande, 2014). While Belias and
Koustelios (2014) stated that job satisfaction is a multidimensional factor that is
inuenced by dierent external factors and internal factors, and used Herzberg
Two-factor Theory to explain that job satisfaction can be inuenced by motivator
factors (satisers) and hygiene factors (dissatisers).
According to Gabrani et al. (2016), job satisfaction is an individual’s feelings
toward their jobs or the general attitude of the employee towards the job. There are
three focus dimensions for job satisfaction which are: (1) job situation’s emotional
response; (2) the expectations for the outcome being met or exceeded; and
(3) work content, compensation, career advancement, colleagues, and supervision.
Olusegun (2013), Scanlan and Still (2013), and Kuo, Lin and Li (2014) investigated
the eect of job satisfaction on turnover intention. All the ndings’ outcome
showed that job satisfaction has a negative relationship on turnover intention.
Based on the above, we propose the following hypothesis:
H9: Job satisfaction has a signicant negative relationship with turnover
intention
Besides that, we also propose that job satisfaction will have the mediation eect
between working environment, salary, job enrichment and job stress, and turnover
intention. Therefore, we propose that job satisfaction will have the mediation eect
between working environment and turnover intention.
A Model for Turnover Intention
85
H10: Job satisfaction mediates the eect between the working environment
and turnover intention
H11: Job satisfaction mediates the eect of salary and turnover intention
H12: Job satisfaction mediates the eect of job enrichment and turnover
intention
H13: Job satisfaction mediates the eect between job stress and turnover
intention
Figure 1. Research framework
RESEARCH METHODOLOGY
In this research, the banking industry was chosen as the target population.
Convenience non-probability sampling method was used to collect the data. A total
of 421 out of 500 questionnaires were received. A number of 395 questionnaires
were used as 21 respondents were not qualied, and ve respondents were biased
in answering the questions. The data analysis will mainly use SmartPLS to run the
construct reliability and bootstrapping analysis.
Mohammad Falahat et al.
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RESULTS AND DISCUSSION
This model consists of two R2s, which are R2 of job satisfaction and turnover
intention. For job satisfaction, the value of R2 is 0.577, while R2 value for
turnover intention is 0.407. This means 57.7% of job satisfaction can be explained
by working environment, salary, job stress, and job enrichment; and 40.7% of
turnover intention can be explained by working environment, salary, job stress, job
enrichment, and job satisfaction.
According to Zikmund et al. (2009), the value of Cronbach’s alpha should be at
least or larger than 0.700 (≥0.700). From Table 1, all the constructs used are above
0.700 which from 0.806 to 0.913. Based on the rule of Cronbach’s alpha analysis,
all of the constructs are considered reliable.
A composite reliability (CR) value ofmore than 0.700 (≥0.700) is acceptable and
considered as satisfactory and the values below 0.600 considered as lack of internal
consistency reliability. According to the results, CR values of each construct are
more than 0.700 (≥0.700) which is 0.860 to 0.929. We can conclude that all of the
constructs have satisfactory internal consistency reliability.
An average variance extracted (AVE) value with at least or more than 0.500
(≥0.500) represents that the constructs averagely explain more than half of the
variance of its indicators, which is considered satisfactory. Based on the results,
all of our constructs’ AVE have more than 0.500 (≥0.500) which is 0.508 to 0.753.
From the results, all of the constructs are satisfactory and averagely explain more
than half of the variance.
Table 1
Construct reliability
Construct Cronbach’s alpha CR AVE R2
Turnover intention 0.891 0.924 0.753 0.407
Working environment 0.865 0.900 0.601
Salary 0.806 0.860 0.508
Job enrichment 0.881 0.918 0.737
Job stress 0.913 0.929 0.620
Job satisfaction 0.878 0.911 0.672 0.577
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87
Table 2
Hypothesis results for research model
Hypothesis Std beta p-value Decision
H1: Working environment -> Job satisfaction 0.571 0.000 Supported
H2: Working environment -> Turnover intention –0.094 0.219 Not supported
H3: Salary -> Job satisfaction 0.039 0.394 Not supported
H4: Salary -> Turnover intention –0.050 0.339 Not supported
H5: Job enrichment -> Job satisfaction 0.132 0.009 Supported
H6: Job enrichment -> Turnover intention –0.099 0.071 Not supported
H7: Job stress -> Job satisfaction –0.145 0.002 Supported
H8: Job stress -> Turnover intention 0.345 0.000 Supported
H9: Job satisfaction -> Turnover intention –0.214 0.005 Supported
H10: Working environment -> Job satisfaction
Job satisfaction -> Turnover intention
–0.122 0.007 Supported
H11: Salary -> Job satisfaction -> Turnover intention –0.008 0.454 Not supported
H12: Job enrichment -> Job satisfaction -> Turnover
intention
–0.028 0.088 Not supported
H13: Job stress -> Job satisfaction -> Turnover
intention
0.031 0.040 Supported
From the bootstrapping analysis, the results show that working environment, job
enrichment, and job stress are signicant to job satisfaction (H1, H5, H7); while
only job stress and job satisfaction are signicant to turnover intention (H8, H9);
and job satisfaction have full mediation eect on the working environment and
turnover intention, and partial mediation eect on job stress and turnover intention
(H10, H13). Working environment and salary are not signicant to job satisfaction
(H2, H3); salary and job enrichment are not signicant to turnover intention (H4,
H6); and job satisfaction did not have the mediation eect between salary and job
enrichment and turnover intention (H11, H12).
The study has theoretical and practical contributions. It contributes to the
understanding of the factors that aect turnover intention in the banking industry
in Malaysia. Particularly, we examine job satisfaction as a mediator between
working environment, salary, job enrichment, job stress, and turnover intention.
Future research on employee turnover intention may extend this model by linking
other factors to job satisfaction as a mediator. For human resource managers
from the banking industry, our ndings suggest that salary is not an inuential
factor for employee retention. Managers who wish to maintain quality sta should
enhance their job satisfaction through attention on the working environment,
job enrichment, and job stress management. Banking corporations should monitor
Mohammad Falahat et al.
88
closely the factors that are found to have an eect on employees’ job satisfaction.
An annual employee’s satisfaction survey on the critical factors highlighted in
this study can benet both employers and employees for long-term employment.
Nevertheless, the study also has a limitation. The focus on banking industry limits
the generalisability of this model to other sectors. Future study may consider
testing this model across dierent industries.
CONCLUSION
Overall, this study reveals the roles of working environment, salary, job enrichment,
job stress, and job satisfaction on employee turnover intention in the banking
industry. Based on the results, job satisfaction and job stress play an important
role in the turnover intention of banking employees. To enhance job satisfaction,
the bank should enhance the working environment, job enrichment and reduce job
stress. Working environment will enhance job satisfaction and indirectly reduce
the turnover intention. Job stress is one of the critical issues for a bank to handle as
it will directly aect the employee’s turnover intention where higher the job stress,
the higher the turnover intention will be.
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