Professional Documents
Culture Documents
Introduction
With the increase in the competition conditions of modern age, organizations have started to look
for better ways of gaining advantage over their competitors in their sectors. Some organizations
believe that equipping themselves with advanced technology, developing alternative and
innovative marketing strategies and providing better customer relations will make them more
powerful and advantageous in the sector. With this regard, human resource management has
become a significant issue for every organization. But exposure to both physical violence and
verbal aggression are recognized as significant risk factors for physical and psychological injury
in the workplace. Researchers have identified a number of potential antecedents and risk factors
for both violence and aggression, as well as a number of likely consequences (e.g., Fox, Spector,
& Miles, 2001; LeBlanc, Dupre, & Barling, 2006). Most of this literature has focused either on
simply by virtue of their relationship with an employee, officer, or shareholder in the firm
(Wong & Kalmar, 1994). The word itself is surrounded by negative connotations, even in its
good nor bad. Bellow (2008) explains that it is not the practice that is bad, but indeed the way it
is practiced that determines the negatives or positives outcomes For the purpose of this paper,
nepotism will not be viewed in either a positive or negative manner but only its impact on
lack of fairness. Perceived favoritism of a relative can cause dissatisfaction among workers and
lower morale. Employees may have less incentive to perform their responsibilities diligently and
proficiently if they feel that the path to promotion is undermined by nepotism. Indeed, a
company employing such tactics may find its more valuable employees seeking new
employment where their talent is better recognized. At a minimum, workers will likely complain
and become embittered and less productive in the face of blatant nepotism.
degrading behavior, ranging from verbal abuse or threats to actual physical violence. It is an
inappropriate expression of power that adversely affects workers and their productivity, and that
requires both legal and non-legal redress. For instance organizations use emailing abusively, by
requesting employees to check their emails and act upon them out of office hours, the pressure
this can generate can be equal to violence. It is hard to assess, since it occurs only within
personal levels of control, but the end result can be collectively generative, in terms of work-life
Turnover is the process through which staff leave a business or organization and that
business' or organization's employees plan to leave their positions or whether that organization
plans to remove employees from positions. Turnover intention, like turnover itself, can be either
turnover are of a psychological, sociological, and economic nature. Their explanatory model of
employees, making them de motivated and increasing turnover intention and for employees
organizational justice is perceptions of employees regarding how fair their efforts are treated and
valued and how fair their organization is in giving value for employees efforts
Chapter II
Literature Review
Recent reports have focused attention on dramatic instances of workplace violence and
extreme acts of aggression in work settings. It is suggested that such actions, while both tragic
and frightening, are only a small part of a much larger problem of workplace aggression which
likely add in efforts by individuals to harm others with whom they work or the organizations in
which they are employed which increases the level of turnover intentions.
Simons & Shellie (2008) descriptive study examined bullying behavior among nurses and
tests the relationship between bullying and a nurse's intention to leave their organization. Data
was collected from 511 randomly selected newly licensed registered nurses by using the Revised
work. Results found that 31% of respondents reported being bullied and that bullying is a
significant determinant in predicting intent to leave the organization (B = 3.1, P < .0005). Data
suggested that effective interventions were needed to stop workplace bullying that contributes to
Dakin (2012) conducted this study to examine the effects of scarcity of resources,
frontline staff and the effect of these perceptions on their turnover intention in Cypriot hotels as
its setting. For this study, a total number of 140 usable questionnaires were collected from
frontline staff who was defined as all frontline supervisors from the front office, food beverage,
guest relations, and housekeeping departments working in three, four and five star hotels in
North Cyprus. The hypo-the sized relationships were tested using SPSS 18 version through path
analysis. The model test results indicated that scarce resources and favoritism are significant
was found to be negatively related with organizational politics. The empirical result also
demonstrated that frontline supervisors politics perceptions exerted a positive effect on their
turnover intentions. This research makes useful contributions to the current knowledge base by
and indirect influence on turnover intention. Because favoritism practices have potential to
paralyze the organizational justice and create distrustful working environment which makes real
organizational support (POS) moderates the relationship between workplace bullying and
victims intention to leave. Based on data from 335 schoolteachers, a hierarchical regression
analysis using the product term revealed that POS moderates the effects of bullying on intention
to leave. Furthermore, a series of unilabiate regression analyses revealed that the effects of
bullying on intention to leave were significant with lower levels of POS but were non-significant
Elovanio & Kovoneun (2014) conducted a 4-year longitudinal survey study, with data
gathered in 2006 and 2010.The present sample included 1515 (61% women) Finnish physicians
aged 2563 years at baseline. Analyses of covariance (ANCOVA) were conducted while
adjusting for gender, age, baseline levels, specialization status, and employment sector. The
results of covariance analyses showed that physical violence led to increased physician turnover
intentions and that both bullying and physical violence led to reduced physician job satisfaction
Yousafzai, Sadazoi & Zaman (2013) examined the impact of Islamic work ethics on
organizational commitment and Turnover intention on public sector of Pakistan. The study used
random sampling technique to collect data of 395 respondents from 36 institutions of public
sector of Pakistan. The empirical testing indicates that Islamic work ethics has positive impact on
organizational commitment and turnover intention of employees. Results also indicate strong
Rationale
There is wide spread concern over the high levels of reported work stressors and its
psychological effects associated with job related insecurities and on sense of well-being among
employees and their ability to perform in their respective career. Nepotism is most often
encountered in employee empowerment, and it demotivates employees and reduces their sense of
equity regarding their organization. As nepotism refers to non-merit based job positions granted
to relatives which is violation of workplace policies, employers face insecurities and loss of
interest in job which effect their job performances with increase in intentions to leave their jobs.
But in literature nepotism is also seen as moderating factor that contributes for organizational
successes. This study aims to investigate the relation between variables that have effect on turn
over intentions among employees in context of facing nepotism and workplace violence. As wit
is a common observation that violence of any kind in any aspect of profession may cause the
Objectives
1. To investigate relationship of workplace violence, nepotism and turnover intentions
among employees.
Hypothesis
H1: There is likely to be a significant relationship between nepotism, workplace violence and
H2: Nepotism and workplace violence predicts increased turn over intention in employees
H3: There is likely to be a significant positive relation of workplace violence with turnover
intentions
Chapter III
Method Section
Research Design
Cross sectional research design was used to find the relationship between nepotism,
Sample
The sample consisted of N=70 desk employees with age range of 22 years or older.
Participants were taken from different organizations. Purposive sampling strategy was used to
Inclusion criteria
Exclusion criteria
Nepotism
Abdalla et al. (1998) state that nepotism is derived from the Latin word Nepot (nephew).
Nepotism is the hiring and advancement of unqualified or under qualified relatives simply by
virtue of their relationship with an employee, officer, or shareholder in the firm (Wong &
Kalmar, 1994).
Workplace violence
other threatening disruptive behavior that occurs at the work site. It ranges from threats and
Turnover intentions
plan to leave their positions or whether that organization plans to remove employees from
positions. Turnover intention, like turnover itself, can be either voluntary or involuntary.
Tools of assessment
Nepotism scale
Questions on nepotism and favoritism were taken from the scale developed by Abdala,
Magharabi and Raggad (1998). And Cronbachs Alpha coefficient was found to be 0.89.
Roodts (2004) original 15-item turnover intention scale. He reported a Cronbachs alpha of
0.91 for the 15-item scale. Bothma and Roodts (2013) more recent study confirmed the
reliability of the six-item TIS-6 ( = 0.80). As recommended by Nunnally and Bernstein (1994),
an alpha of .70 was used as the cutoff point to estimate the internal consistency reliability of the
TIS-6.
The Violence Prevention Climate Scale (VPCS), originally called the Violence Climate
Scale (VCS) is designed to assess individual perceptions of the extent to which organization
management creates a climate that helps discourage employee exposure to physical violence and
verbal aggression. The VPCS has three subscales: Policies and Procedures, Practices and
Response, and Pressure for Unsafe Practices. In the original scale development sample, the
internal consistencies (coefficient alphas) for the three subscales were .95, .90, and .90,
respectively. The original scale had 18 items, but a shortened 12-item version is also available.
Ethical Considerations
Consent was obtained from university management prior to conducting the study.
An authority letter which explained the nature of the study was presented to the head of
the concerned authority for permission of data collection. Thus, prior permission was
The study did not request any identifying information from the subject in order to
maintain confidentiality.
Statistical analysis
The descriptive analysis was used for the demographics questionnaire and in order
manifestation of sample. Regression analysis was used to find out the relationship of prediction
among the variables and correlational analysis was used to investigate the relationship between
nepotism, organizational violence and turnover intentions among employees. Statistical Packages
for Social Sciences version 20 (SPSS) was used for all analysis.
Limitations
This study is applicable to extent of knowing how job satisfaction is effected with
increased insecurity of nepotism in non-managerial staff. Its not applicable for corporate
officers.
Result of thus study is not applicable for industrial works i.e. working class.