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INTERDISCIPLINARY JOURNAL OF CONTEMPORARY RESEARCH IN BUSINESS
2.5 Career Opportunities
Career opportunities are a great motivator for the employees so to reduce turnover career
opportunities should be there in the organizations. Career prospects have a direct impact
on job satisfaction and turnover (Anderson, Coffey and Byerly 2002). Career is a major
concern of employees so opportunities play an important role in job satisfaction and
turnover. Transparent procedures of selection and promotion provide equal opportunities
of promotion and career development to the employees (Rosenblatt and Shirom 2006).
Employees adopt turnover to seek better opportunities that are offered by other
companies, it includes growth opportunities by providing a challenging job (Walsh and
Taylor, 2007). This reference supports the argument that some employees are motivated
if they are provided with some challenging job so employee turnover and absenteeism
can be reduced by providing them their desired challenging jobs. It is clear now that
better career opportunities in other organizations result in employee turnover (Griffeth,
Hom and Gaertner, 2000).
H-5: There is a negative relationship between Career Opportunities and Turnover
H-6: There is a negative relationship between Career Opportunities and Absenteeism
[Insert Figure 1]
3. Methodology
The data that has been used in this study is collected through questionnaires; the
questionnaires were distributed among the employees of public sector institutions of
Pakistan, it included four large organizations of public sector in Rawalpindi and
Islamabad i.e. Capital Development Authority, WAPDA, Water Management Wing,
Directorate of Education and National Highway Authority. The correlation and
regression analysis of the data is done in order to find out the actual determinants of
turnover and absenteeism in public sector organizations of Pakistan and the data of this
study is analyzed on SPSS. The sample of our data consists of 200 employees of
managerial level, functional level and other designations and ranks.
3.1 Measures
All variables were tapped using self reported measures. We gathered responses for all
variables using 5-point scales ranging from 1 = ‗strongly disagree‘, 2 = ‗Disagree‘, 3 =
‗neither disagree/nor agree‘, 4 = ‗Agree‘, to 5 = ‗strongly agree‘. In such way, higher
responses obtained against a variable represented higher level of the construct.
Job Satisfaction: A 6-item version (Agho, Price, & Mueller, 1992) was used to measure
overall job satisfaction. Example include ―I find real enjoyment in my work‖
Job Stress: The shortened version of Job Stress developed by Jamal and Baba (1992) was
used to measure job stress. The example items include ―I have too much work and too
little time to do it‖.
Career Opportunities: to measure career opportunities, the 3-item scale by Tessema &
Soeters (2006) was used.
Turnover Intentions: A 3-item scale (Vigoda, 2000) was used to measure intention to
leave. Examples include ―Lately, I have taken interest in job offers in the newspaper‖.
COPY RIGHT © 2011 Institute of Interdisciplinary Business Research 113
JANUARY 2011
VOL 2, NO 9