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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS<br />

Antecedents <strong>of</strong> Turnover and Absenteeism: Evidence from<br />

Public Sector Institutions <strong>of</strong> Pakistan<br />

Khurram Shahzad<br />

PhD Scholar, Mohammad Ali J<strong>in</strong>nah University, Islamabad, Pakistan.<br />

Assistant Pr<strong>of</strong>essor, Faculty <strong>of</strong> Management Sciences,<br />

Riphah International University, Islamabad,<br />

Khansa Hayat<br />

Faculty <strong>of</strong> Management Sciences, Riphah International University, Islamabad<br />

Muhammad Abbas<br />

Lecturer, Faculty <strong>of</strong> Management Sciences, Riphah International University, Islamabad<br />

Sajid Bashir<br />

Management Sciences, Mohammad Ali J<strong>in</strong>nah University, Islamabad<br />

Kashif-ur-Rehman<br />

Associate Pr<strong>of</strong>essor, Faculty <strong>of</strong> Management Sciences, Iqra University, Islamabad<br />

A bstra ct<br />

In this study, we exam<strong>in</strong>ed ma<strong>in</strong> factors that determ<strong>in</strong>e the turnover <strong>in</strong>tentions and<br />

absenteeism <strong>in</strong> public sector <strong>in</strong>stitutions <strong>of</strong> Pakistan. Data was collected through self<br />

adm<strong>in</strong>istered questionnaires. Results <strong>in</strong>dicate that <strong>in</strong> public sector, turnover and<br />

absenteeism rates largely depends upon job stress, career opportunities and job<br />

satisfaction. Turnover and absenteeism can be reduced by implement<strong>in</strong>g new techniques<br />

and strategies like provid<strong>in</strong>g better career opportunities and enhanced work<strong>in</strong>g<br />

environment, fairly reward<strong>in</strong>g employees, appreciat<strong>in</strong>g equally and by giv<strong>in</strong>g <strong>in</strong>centives<br />

to the hardwork<strong>in</strong>g, punctual and attentive employees. Over and above, if turnover and<br />

absenteeism ratio is reduced, it encounters a strong psychological affect on the employees<br />

as well as to an organization.<br />

Keywords: Turnover, Absenteeism, Job Satisfaction, Job Stress, Career Opportunities,<br />

Public Sector, Pakistan.<br />

1. Introduction<br />

The layman def<strong>in</strong>ition <strong>of</strong> turnover is to leave any current organization or<br />

switch<strong>in</strong>g over to other organizations due to some reasons. This dilemma is <strong>in</strong>creas<strong>in</strong>g<br />

with time and is costly as well (Peterson, 2009). Literature on job satisfaction and<br />

absenteeism presents such unsystematic reviews that provide variety <strong>of</strong> <strong>in</strong>terpretations to<br />

be discussed (Scott & Taylor, 1985).<br />

Absenteeism is supposed to be occurr<strong>in</strong>g when an employee is not present at<br />

his/her work when he/she is expected to be at work accord<strong>in</strong>g to the schedule (Brooke,<br />

1986). Absenteeism depends on both <strong>in</strong>ternal and external economic conditions <strong>of</strong> the<br />

organization (Markhan and Mckee, 1991). Much<strong>in</strong>sky (1977) concluded that a<br />

relationship between job satisfaction and absenteeism seems to exist. Employees with<br />

COPY RIGHT © 2011 Institute <strong>of</strong> <strong>Interdiscipl<strong>in</strong>ary</strong> Bus<strong>in</strong>ess <strong>Research</strong> 108<br />

JANUARY 2011<br />

VOL 2, NO 9<br />

Listed <strong>in</strong> ULRICH’S

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