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30/11/2024
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Hoang, T. T. D. (2024). The impact of manager training on employee turnover intentions: the serial mediation roles of employee satisfaction and employee’s perception of management style. Journal of International Economics and Management, 24(3), 161-175. https://doi.org/10.38203/jiem.024.3.0099
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The impact of manager training on employee turnover intentions: the serial mediation roles of employee satisfaction and employee’s perception of management style
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Abstract
The turnover intention of employees has always been one of the most notable issues within any business environment. While several studies in recent decades have investigated the impact of training in general on employee turnover intention, limited attention has been given to management-level training. Therefore, this research aims to examine how management-level training directly impacts employee turnover intentions through the double mediation effects of employee’s perception of management style and employee satisfaction. The quantitative method was applied with a sample of 245 employees working at small- and medium-sized enterprises in Vietnam. This paper finds the crossover influence of manager training on employee turnover intention in various enterprises in a large business community, i.e., Keieijuku, where chief executive officers take a training course for Vietnamese small- and medium-sized enterprises’ managers. Additionally, employees’ perception of management style and employee satisfaction serially mediate the inverse relationship between management training and employee turnover intentions. The findings contribute to the theoretical understanding of factors influencing employee turnover intentions. Moreover, it offers valuable practical recommendations for small- and medium-sized enterprises in terms of training investment and training assessment.
Article Details
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License.
Keywords
Manager training, Employee turnover intention, Employee’s perception of management style, Employee satisfaction, Small- and medium-sized enterprises
References
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Antoncic, J.A. and Antoncic, B. (2011), “Employee satisfaction, intrapreneurship and firm growth: a model”, Industrial Management & Data Systems, Vol. 111 No. 4, pp. 589-607.
Bowen, D.E. and Ostroff, C. (2004), “Understanding HRM-firm performance linkages: the role of the “strength” of the HRM system”, Academy of Management Review, Vol. 29, pp. 203-221.
Camara, N.D., Dulewicz, V. and Higgs, M. (2015), “Exploring the relationship between perceptions of organizational emotional intelligence and turnover intentions amongst employees: the mediating role of organizational commitment and job satisfaction”, in New Ways of Studying Emotions in Organizations (Research on Emotion in Organizations, Vol. 11), Emerald Group Publishing Limited, Leeds, pp. 295-339.
Chang, C.H., Rosen, C.C. and Levy, P.E. (2009), “The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: a meta-analytic examination”, Academy of Management Journal, Vol. 52 No. 4, pp. 779-801.
Cheng, Y. and Waldenberger, F. (2013), “Does training affect individuals' turnover intention? Evidence from China”, Journal of Chinese Human Resource Management, Vol. 4 No. 1, pp. 16-38.
Chiang, C.F., Back, K.J. and Canter, D.D. (2005), “The impact of employee training on job satisfaction and intention to stay in the hotel industry”, Journal of Human Resources in Hospitality & Tourism, Vol. 4 No. 2, pp. 99-118.
Choi, Y. and Dickson, D.R. (2010), “A case study into the benefits of management training programs: impacts on hotel employee turnover and satisfaction level”, Journal of Human Resources in Hospitality and Tourism, Vol. 9 No. 1, pp. 103-116.
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Mount, M., Ilies, R. and Johnson, E. (2006), “Relationship of personality traits and counterproductive work behaviors: the mediating effects of job satisfaction”, Personnel Psychology, Vol. 59 No. 3, pp. 591-622.
Mowday, R.T., Steers, R.M. and Porter, L.W. (1979), “The measurement of organizational commitment”, Journal of Vocational Behavior, Vol. 14, pp. 224-247.
Nakata, J.A. and Saylor, C. (1994), “Management style and staff nurse satisfaction in a changing environment”, Nursing Administrative Quarterly, Vol. 18 No. 3, pp. 51-57.
Newman, A., Thanacoody, R. and Hui, W. (2011), “The impact of employee perceptions of training on organizational commitment and turnover intentions: a study of multinationals in the Chinese service sector”, International Journal of Human Resource Management, Vol. 22 No. 8, pp. 1765-1787.
Podsakoff, P.M., MacKenzie, S.B., Lee, J.-Y. and Podsakoff, N.P. (2003), “Common method biases in behavioral research: a critical review of the literature and recommended remedies”, Journal of Applied Psychology, Vol. 88 No. 5, pp. 879-903.
Rhoades, L. and Eisenberger, R. (2002), “Perceived organizational support: a review of the literature”, Journal of Applied Psychology, Vol. 87 No. 4, pp. 698-714.
Rhoades, L., Eisenberger, R. and Armeli, S. (2001), “Affective commitment to the organization: the contribution of perceived organizational support”, Journal of Applied Psychology, Vol. 86 No. 5, pp. 825-836.
Robbins, J.M., Ford, M.T. and Tetrick, L.E. (2012), “Perceived unfairness and employee health: a meta-analytic integration”, Journal of Applied Psychology, Vol. 97 No. 2, pp. 235-272.
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Tornow, W.W. and Wiley, J.W. (1991), “Service quality and management practices: a look at employee attitudes, customer satisfaction, and bottom-line consequences”, People and Strategy, Vol. 14 No. 2, pp. 105-115.
Vietnamnews (2019), “Employee turnover rate reached alarming high: report”, Available at https://vietnamnews.vn/society/536372/employee-turnover-rate-reached-alarming-high-report.html (Accessed 15 February, 2023).
Wesley, S.R. and Skip, S. (1999), “Training and its impact on organizational commitment among lodging employees”, Journal of Hospitality & Tourism Research, Vol. 23 No. 2, pp. 176-194.
Woods, R.H. (2002), Managing Hospitality Human Resources, 3rd Edition, Educational Institute of the American Hotel and Lodging Association, Lansing, Michigan.
Alkahtani, A.H. (2015), “Investigating factors that influence employees’ turnover intention: a review of existing empirical works”, International Journal of Business and Management, Vol. 10 No. 12, pp. 152-162.
Allen, D.G., Shore, L.M. and Griffeth, R.W. (2003), “The role of perceived organizational support and supportive human resource practices in the turnover process”, Journal of Management, Vol. 29, pp. 99-118.
Antoncic, J.A. and Antoncic, B. (2011), “Employee satisfaction, intrapreneurship and firm growth: a model”, Industrial Management & Data Systems, Vol. 111 No. 4, pp. 589-607.
Bowen, D.E. and Ostroff, C. (2004), “Understanding HRM-firm performance linkages: the role of the “strength” of the HRM system”, Academy of Management Review, Vol. 29, pp. 203-221.
Camara, N.D., Dulewicz, V. and Higgs, M. (2015), “Exploring the relationship between perceptions of organizational emotional intelligence and turnover intentions amongst employees: the mediating role of organizational commitment and job satisfaction”, in New Ways of Studying Emotions in Organizations (Research on Emotion in Organizations, Vol. 11), Emerald Group Publishing Limited, Leeds, pp. 295-339.
Chang, C.H., Rosen, C.C. and Levy, P.E. (2009), “The relationship between perceptions of organizational politics and employee attitudes, strain, and behavior: a meta-analytic examination”, Academy of Management Journal, Vol. 52 No. 4, pp. 779-801.
Cheng, Y. and Waldenberger, F. (2013), “Does training affect individuals' turnover intention? Evidence from China”, Journal of Chinese Human Resource Management, Vol. 4 No. 1, pp. 16-38.
Chiang, C.F., Back, K.J. and Canter, D.D. (2005), “The impact of employee training on job satisfaction and intention to stay in the hotel industry”, Journal of Human Resources in Hospitality & Tourism, Vol. 4 No. 2, pp. 99-118.
Choi, Y. and Dickson, D.R. (2010), “A case study into the benefits of management training programs: impacts on hotel employee turnover and satisfaction level”, Journal of Human Resources in Hospitality and Tourism, Vol. 9 No. 1, pp. 103-116.
Costello, A.B. and Osborne, J.W. (2005), “Best practices in exploratory factor analysis: four recommendations for getting the most from your analysis”, Practical Perception, Research & Evaluation, Vol. 10 No. 7, pp. 1-9.
Currall, S.C., Towler, A.J., Judge, T.A. and Kohn, L. (2005), “Pay satisfaction and organizational outcomes”, Personnel Psychology, Vol. 58 No. 3, pp. 613-640.
Davis, P.J. (2006), “In search of the commonwealth: a service-profit chain for the public sector”, International Journal of Productivity and Performance Management, Vol. 55 No. 2, pp. 163-172.
Eisenberger, R., Fasolo, P. and Davis-LaMastro, V. (1990), “Perceived organizational support and employee diligence, commitment, and innovation”, Journal of Applied Psychology, Vol. 75 No. 1, pp. 51-59.
Ekaterini, G. and Constantinos-Vasilios, P. (2009), “A model for evaluating the effectiveness of middle managers’ training courses: evidence from a major banking organization in Greece”, International Journal of Training and Development, Vol. 13 No. 4, pp. 221-246.
Falkenburg, K. and Schyns, B. (2007), “Work satisfaction, organizational commitment and withdrawal behaviours”, Management Research News, Vol. 30 No. 10, pp. 708-723.
Green, F., Machin, S. and Wilkinson, D. (1996), An Analysis of Workplace Training and Skill Shortages, Research Studies, H.M.S.O., London.
Hair, J., Black, W., Babin, B., Anderson, R. and Tatham, R. (2006), Multivariate Data Analysis, 6th Edition, Pearson Prentice Hall, Upper Saddle River.
Harris, G.E. and Cameron, J.E. (2005), “Multiple dimensions of organizational identification and commitment as predictors of turnover intentions and psychological wellbeing”, Canadian Journal of Behavioral Science, Vol. 37 No. 3, pp. 159-169.
Hayes, A.F. (2013), Introduction to Mediation, Moderation, and Conditional Process Analysis: A Regression-Based Approach, Guilford Press, New York.
Hoang, T.T.D., Pham, T.M.D. and Trinh, H.A. (2022), “Evaluation criteria of top management training effectiveness: a case study of Keieijuku business training course”, Journal of International Economic and Management, Vol. 148, pp. 72-87.
Jha, S. (2009), “Determinants of employee turnover intentions: a review”, Management Today, Vol. 9 No. 2, pp. 26-33.
Kang, H.J., Gatling, A. and Kim, J. (2015), “Satisfaction and turnover intension for hospitality frontline employees”, Journal of Human Resources in Hospitality and Tourism, Vol. 14 No. 1, pp. 68-89.
Kim, S.H., Kwon, S.M. and Yang, H.K. (2009), “The effect of leadership and followership types of hotel employee on organizational commitment, job satisfaction and turnover intention”, Journal of Korean Academy of Nursing Administration, Vol. 18 No. 3, pp. 81-97.
Koster, F., de Grip, A. and Fouarge, D. (2011), “Does perceived support in employee development affect personnel turnover?”, The International Journal of Human Resource Management, Vol. 22 No. 11, pp. 2403-2418.
Kumar, R. (2011), “Turn over issues in the textile industry in Ethiopia: a case of Arba Minch textile company”, African Journal of Marketing Management, Vol. 3, pp. 32-44.
Kurtessis, J.N., Eisenberger, R., Ford, M.T., Buffardi, L.C., Stewart, K.A. and Adis, C.S. (2017), “Perceived organizational support: a meta-analytic evaluation of organizational support theory”, Journal of Management, Vol. 43 No. 6, pp. 1854-1884.
Macey, W.H. and Schneider, B. (2008), “The meaning of employee engagement”, Industrial and Organizational Psychology, Vol. 1 No. 1, pp. 3-30.
Maertz, C.P., Griffeth, R.W., Campbell, N.S. and Allen, D.G. (2007), “The effects of perceived organizational support and perceived supervisor support on employee turnover”, Journal of Organizational Behavior, Vol. 28 No. 8, pp. 1059-1075.
Malek, K., Kline, S.F. and DiPietro, R. (2018), “The impact of manager training on employee turnover intentions”, Journal of Hospitality and Tourism Insights, Vol. 1 No. 3, pp. 203-219.
Mathieu, C., Fabi, B., Lacoursière, R. and Raymond, L. (2016), “The role of supervisory behavior, job satisfaction and organizational commitment on employee turnover”, Journal of Management and Organization, Vol. 22 No. 1, pp. 113-129.
Mobley, W.H. (1982), “Some unanswered questions in turnover and withdrawal research”, Academy of Management Review, Vol. 7 No. 1, pp. 111-116.
Mount, M., Ilies, R. and Johnson, E. (2006), “Relationship of personality traits and counterproductive work behaviors: the mediating effects of job satisfaction”, Personnel Psychology, Vol. 59 No. 3, pp. 591-622.
Mowday, R.T., Steers, R.M. and Porter, L.W. (1979), “The measurement of organizational commitment”, Journal of Vocational Behavior, Vol. 14, pp. 224-247.
Nakata, J.A. and Saylor, C. (1994), “Management style and staff nurse satisfaction in a changing environment”, Nursing Administrative Quarterly, Vol. 18 No. 3, pp. 51-57.
Newman, A., Thanacoody, R. and Hui, W. (2011), “The impact of employee perceptions of training on organizational commitment and turnover intentions: a study of multinationals in the Chinese service sector”, International Journal of Human Resource Management, Vol. 22 No. 8, pp. 1765-1787.
Podsakoff, P.M., MacKenzie, S.B., Lee, J.-Y. and Podsakoff, N.P. (2003), “Common method biases in behavioral research: a critical review of the literature and recommended remedies”, Journal of Applied Psychology, Vol. 88 No. 5, pp. 879-903.
Rhoades, L. and Eisenberger, R. (2002), “Perceived organizational support: a review of the literature”, Journal of Applied Psychology, Vol. 87 No. 4, pp. 698-714.
Rhoades, L., Eisenberger, R. and Armeli, S. (2001), “Affective commitment to the organization: the contribution of perceived organizational support”, Journal of Applied Psychology, Vol. 86 No. 5, pp. 825-836.
Robbins, J.M., Ford, M.T. and Tetrick, L.E. (2012), “Perceived unfairness and employee health: a meta-analytic integration”, Journal of Applied Psychology, Vol. 97 No. 2, pp. 235-272.
Talentnet (2023), “Highlights of 2022 Talentnet-Mercer total remuneration survey report”, Available at https://www.talentnet.vn/featured-insights/highlights-2022-talentnet-mercer-total-remuneration-survey-report (Accessed 15 February, 2023).
Tornow, W.W. and Wiley, J.W. (1991), “Service quality and management practices: a look at employee attitudes, customer satisfaction, and bottom-line consequences”, People and Strategy, Vol. 14 No. 2, pp. 105-115.
Vietnamnews (2019), “Employee turnover rate reached alarming high: report”, Available at https://vietnamnews.vn/society/536372/employee-turnover-rate-reached-alarming-high-report.html (Accessed 15 February, 2023).
Wesley, S.R. and Skip, S. (1999), “Training and its impact on organizational commitment among lodging employees”, Journal of Hospitality & Tourism Research, Vol. 23 No. 2, pp. 176-194.
Woods, R.H. (2002), Managing Hospitality Human Resources, 3rd Edition, Educational Institute of the American Hotel and Lodging Association, Lansing, Michigan.