THE FACTORS THAT INFLUENCE TURNOVER INTENTION

AMONG EMPLOYEES AT GMP MEDICARE SDN. BHD. (TOP

GLOVE) IN KLANG, SELANGOR

NURRUL HAZIEQAH BINTI ROHMANAN 2015116169

PREPARE FOR :
MISS NURUL EZAILI BINTI ALIAS
MADAM SUHAILAH BINTI KASSIM
CHAPTER 1 INTRODUCTION

Source Explaination
El Shikieri & • Organization in the modern era must compete in order to retain their
Musa, (2012) employee’s talent and explore possible ways which the quality and
quantity of the attachment of employees with their can be improved.

Qureshi et al., • As the turnover intention increase, it will affecting the high cost of
(2013) recruitment and placement the vacant position.

Shropshire & • Unfavorable impacts will influence more to the other employee to leave if
Kadlec, (2012) the high performer leave the organization
 PROBLEM STATEMENT Percentage of Turnover Rate in GMP Medicare Sdn. Bhd (Top
Glove) from January to October 2017
45

40 42.35

 There are many questioning regarding why turnover occur

35 36.48
among employees in the organization (Borneo Post Seeds, 2017)
30

 Job hooping is happening when the employee are keeping 25

exchange their work place (Kong See Hoh, 2015). 20

20.52 20.52

15 16.61
 More research to study on significant factor of employee
12.7 13.02
10 11.73
turnover. This is ensuring for the organization has better ideas 9.77
5 6.84
to cope the problem that can satisfy enough the employee as
0
well as intention to leave is low (AlBattat, Som, & Helalat, jan Feb Mar Apr May June July August Sept October
Percentage of turnover rate
2014).

 Managing turnover is very costly and destructive towards Figure 1.0 : Percentage of turnover rate in GMP Medicare Sdn.
Bhd. (Top Glove) at Klang.
organization (Hussein Alkahtani, 2015). Sources : Human Resource Management (ERP) Top Glove Corporation Bhd.
RESEARCH OBJECTIVES

• To determine the relationship between the job stress and turnover intention.
RO1

• To determine the relationship between the work engagement and turnover intention.
RO2

• To determine the relationship between the job satisfaction and turnover intention.
RO3

• To determine the relationship between the organizational commitment and turnover

RO4 intention.

• To identify the most significant factor related to turnover intention.

RO5
CHAPTER 2 LITERATURE REVIEW
• Process of leaving the current job or willingness of the employees to
separate from the organization (Chang, et al., 2013)
Turnover Intention

RELATIONSHIP BETWEEN JOB STRESS AND TURNOVER INTENTION

Author Explaination
Qureshi et al., (2013). Job stress refers to situation that forces an individual to stray
from functioning normally due to change such as distraction or
enhance their psychological.

Lin & Liu, (2017) and (Bhayo, • Job stress have significant and positive relationship towards
2014) turnover intention.

Hypothesis 1: There is a significant and positive relationship between job stress and turnover
intention.
 RELATIONSHIP BETWEEN WORK ENGAGEMENT AND TURNOVER INTENTION

Author Explaination
Shropshire & Kadlec, (2013) • Work engagement can be defined as a positive corresponding
relationship between individual’s energy and psychological
attachment towards the performance of job task related.

Shuck & Reio, (2014) and Erdil • Work Engagement has a significant and negative relationship
& Müceldili,(2014) with turnover intention.

Hypothesis 2: There is a significant and negative relationship between work engagement and turnover
intention.
 RELATIONSHIP BETWEEN JOB SATISFACTION AND TURNOVER INTENTION

Author
Lee, Back, & Chan, (2015).
Yücel, (2012) and Salleh, Nair,
& Harun, (2012)
Explaination
• Job satisfaction can be defined as individual’s represent
emotional feeling towards their job. Job satisfaction has very
close relationship with how people believe, feel and observe
with their jobs.
• Job satisfaction have significant and negative relationship
towards turnover intention

Hypothesis 3: There is a significant and negative relationship between job satisfaction and turnover
intention.
 RELATIONSHIP BETWEEN ORGANIZATIONAL COMMITMENT AND TURNOVER
INTENTION

Author Explaination
Hassan Roshidi, (2014). • A complementary relationship between the employer and
their employee. It is also the feelings of employees'
belongingness and responsibility towards the mission in the
organization
Jehanzeb, Rasheed, & Rasheed, • Organizational commitment has a significant and negative
(2013) and Salleh, Nair, & relationship towards turnover intention
Harun, (2012)

Hypothesis 4: There is a significant and negative relationship between organizational and turnover
intention.
RESEARCH FRAMEWORK
INDEPENDENT VARIABLE

JOB STRESS
DEPENDENT VARIABLE

WORK
ENGAGEMENT TURNOVER
INTENTION

JOB SATISFACTION

ORGANIZATIONAL
COMMITMENT
Source: Rizwan, Arshad, Munir, Iqbal, & Hussain, 2014;Lin & Liu, 2017
Figure 2.0 : Research Framework
CHAPTER 3 RESEARCH METHODOLOGY
POPULATION SIZE
SAMPLING TECHNIQUE
307
SIMPLE RANDOM
SAMPLING

SAMPLE SIZE
RESPONDENTS 175
IDENTIFICATION
Randomizerinterger.com
RETURN
QUESTIONNAIRE
170
UNIT OF ANALYSIS
INDIVIDUAL
RETURN RATE
97%
QUESTIONNAIRE SOURCES
Constructs No. of Items Sources

Demographic 8 Kim (2011) and Fong &

Mahfar (2013)
Turnover intention 5 Mobley, Horner, & Hollingsworth (1978)

Job Stress 5 Cohen, Kamarck, & Mermelstein, (1983)

Work engagement 6 Schaufeli et al,. (2002)

Job satisfaction 5 Weiss, Dawis, England, & Lofquist

(1967)
Organizational 5 Mowday, Steers & Porter, (1979)

commitment
CHAPTER 4

DATA ANALYSIS AND FINDINGS

Pearson Correlation
Frequency Analysis Reliability AnalysisDescriptive Analysis Multiple Regression
Analysis
FREQUENCY ANALYSIS
Frequency Percent (%)
Gender
Male 76 44.7
Female 94 55.3
Race
Malay 108 63.5
India 17 10.0
Chinese 41 24.1
Others 4 2.4
Income
RM1,000 – RM2,000 15 8.8
RM2,100 – RM3,000 61 35.9
RM3,100 – RM4,000 74 43.5
RM4,100 and above 20 11.8
Age
18 – 25 year old 72 42.4
26 – 35 year old 85 50.0
36 – 40 year old 13 7.6
46 year old and above 0 0
Table 4.1 : Frequency Analysis For Gender, Race, Income and Age
 Frequency Percent (%)
Functional Area
Administration 12 7.1
Human Resource 12 7.1
Production 32 18.8
Finance 9 5.3
Warehouse 13 7.6
Packing and stamping 7 4.1
QA 11 6.5
Compounding 10 5.9
Maintenance 16 9.4
Purchasing and procurement 12 7.1
Logistic & Packing material 6 3.5
Safety 3 1.8
Engineering 8 4.7
Wastewater Treatment (IETS) 9 5.3
Former 7 4.1
Others 3 1.8
Level of Education
SPM 7 4.1
Matriculation/STPM 2 1.2
Certificate 3 1.8
Diploma 22 12.9
Degree 136 80.0
Others 7 4.1
Table 4.2 : Frequency Analysis For Functional Area and Level of Education
 Frequency Percent (%)
Working Experience
Less than 1 years 35 20.6
2 year to 3 year 69 40.6
4 year to 5 year 52 30.6
6 year and above 14 8.2
Change job
None Once 41 24.1
1 times to 2 time 97 57.1
3 time to 4 time 31 18.2
5 time and above 1 0.6

Table 4.3 : Frequency Analysis For Working Experience and Number of Change Job
 RELIABILITY ANALYSIS

Variable No of items Cronbach’s Alpha

Sources

Turnover Intention 5 0.700 (Good)

Job Stress 5 0.807 (Very Good)
Work Engagement 6 0.834 (Very Good)
Sekaran (2013)
Job Satisfaction 5 0.811 (Very Good)
Organizational commitment 5 0.851 (Very Good)

Table 4.4 : Cronbach’s Alpha for all items significant to be asked in all variables.

 The closer the reliability coefficient gets to ≥ 1.0 is better. In general, reliabilities ≥ 0.6 are considered to be poor, ≥
0.7 are accepted and ≥ 0.8 is good.
 DESCRIPTIVE ANALYSIS
MEAN ANALYSIS FOR TURNOVER INTENTION
No. Items Mean

1. I will be with this company for five years from now. 2.84

2. I will not probably look for a job at a different company

2.88
in the next year.
3. My organization fair at general. 3.21
4. Management tries their best to ensure that employee
2.68
will not leave the organization.
5. Good working environment is the major driver that
3.76
would make me stay in or leave my current job.
Total 3.07

Table 4.5 : Mean Analysis for turnover Intention

MEAN ANALYSIS FOR JOB STRESS
No. Items Mean

1. I am not stress with my work. 2.41

2. I am happy with nature of my work 3.00
3. I have enough time to get everything done in my job. 2.61

4. I work on necessary things. 3.36

5. The working environment is comfortable and allows me
3.19
ease to perform my job.
Total 2.92

Table 4.6 : Mean Analysis for Job Stress

MEAN ANALYSIS FOR WORK ENGAGEMENT
No. Items Mean

1. At my work, I feel bursting my energy. 2.54

2. My job is challenging. 1.95
3. I find the work that I do full of meaning and purpose. 2.36
4. My job inspires me. 2.49
5. At my job, I am very resilient, mentally. 2.45
6. I am enthusiastic about my job. 2.58
Total 2.39

Table 4.7 : Mean Analysis for Work Engagement

MEAN ANALYSIS FOR JOB SATISFACTION
No. Items Mean

1. I feel fairly satisfied with my present job. 2.75

2. Most days I am enthusiastic about my work. 2.91
3. The working hours are satisfactory in organization. 3.06

4. I find real enjoyment in my work. 3.15

5. I consider my job rather pleasant. 3.02
Total 2.97

Table 4.8 : Mean Analysis for Job Satisfaction

MEAN ANALYSIS FOR ORGANIZATIONAL COMMITMENT

No. Items Mean

1. I feel loyalty to this organization. 3.02

2. I talk up this organization to my friends that this company
2.81
is good for work.
3. I am proud to tell others that I am a part of this
2.62
company.
4. I really care about the fate of the company. 2.78
5. I would accept the almost many type of job assignment in
2.72
order to keep working for this organization.

Total 2.79
Table 4.9 : Mean Analysis for Organizational commitment
PEARSON CORRELATION ANALYSIS

Variables Job Stress Work Job Organizational

Engagement Satisfaction Commitment

Turnover
Pearson correlation .490** -.453** -.666** -.618**
Intention

Sig. (2-tailed) .000 .000 .000 .000

N 175 175 175 175

Strength of relationship Positive & Negative & Negative & Negative &
Sources : Sekaran (2013) Moderate Moderate Moderate Moderate

Table 4.10 : Result for Correlations

MULTIPLE REGRESSION ANALYSIS

Model Beta Sig.

Job Stress -.008 .910

Work Engagement -.183 .003

Job Satisfaction -.407 .000

Organizational commitment -.271 .001

R-Square .517
Table 4.11 : Multiple Regression Analysis
 CHAPTER 5
CONCLUSION
NO Research Question Research Objective Hypothesis Findings Data Analysis Result Reference

1 What is relationship
between job stress and
turnover intention?
To determine the relationship There is significant and positive Negative and not
Multiple Regression Adebayo &
between the job stress and relationship between job stress and significant. Ogunsina,
Rejected
turnover intention. turnover intention. Multiple (2011)

2 What is relationship
between work engagement
and turnover intention?
3 What is relationship
between job satisfaction
and turnover intention?
To determine the relationship There is significant and negative Negative and
between the work engagement relationship between work significant. Multiple Regression Arshadi &
Accepted
and turnover intention. engagement and turnover Multiple Damiri, (2013)
intention.
To determine the relationship There is significant and negative Negative and
relationship between job significant.
between the job satisfaction Multiple Regression
satisfaction and turnover intention. Accepted Yücel, (2012)
and turnover intention. Multiple

4 What is relationship
between organizational
commitment and turnover
intention?
5 What is the most
significant factor related to
turnover intention?
To determine the relationship
between the organizational
commitment and turnover
intention.
To identify the most
significant factor related to
turnover intention
There is significant and negative Negative and
relationship between significant.
organizational commitment and Multiple Regression Yamazakia &
Accepted
turnover intention. Multiple Petchdee, (2015)
Job Satisfaction Coefficient
 RECOMMENDATIONS
1. JS  Provided more rewards to the employee
“Loyalty Programme” (Roshidi, 2014).
2. OC  Open communication and involve in decision
For Organizations making (Salleh, Nair, & Harun, 2012).
3. WE  Develop mechanisms on a regular basis for
measuring the work engagement of at least their key
employees (Gupta & Shaheen,2017)

It is recommended that future research should be have

sample from every department.

(Tnay, Othman, Siong, & Lim, 2013; Jehanzeb, Rasheed, For Future Research
& Rasheed, 2013) also suggest factors such as leadership
style, group dynamic, training and social support to be
included in the research framework for future study.
Thank You 