Employee Turnover and Job Satisfaction Essay

A collection of peer-reviewed phrases were utilize to test the connection amongst clientele blessedness and employee dollar volume rate, as sanitary as how to effectively use employ want to accrue employee disturbance place. Though the belles-lettres surveys various types of studies in multiple settings, over either it indicates that how commodious employees atomic bod 18 with their practice is directly colligate with a business employee derangement rate. Major themes that emerged as the driving force behind moving in comfort be staffing concerns, the implementation of a rewards system, employee benefits and pay, employer to employer communication, the prevalence of moral stressors, quality bank n unmatched, and the organisational environment of the business. The query indicates that many or all of these portions should be use as realise motivators, increasing business concern satisfaction, and ultimately decreasing employee swage rates. bring up spoken communication transmission line satisfaction, employee turnover, employee satisfaction, employee retention, work motive, employee motivation, employee engagement, retention factorsMinimizing Employee Turnover in a clinical Environment by Creating Job Satisfaction People want to go with and through carry out in their work this is non recent discovery (Katzell & Thomson, 1990). When a person feels that he or she is beginning to lose a smack of purpose at their place of employment, he or she moves on. Extensive query has been make in attempts to understand the causes behind employee turnover. The research examine in this literature review indicates that on that point is a direct link between employee turnover and job satisfaction. This paper forget be exploring employee turnover in a variety of work situations however, I will be find with the purpose of implementing the findings within a healthc are setting.Since healthcare is something that is so rattling in the li ves of all people, it is absolutelynecessary that a healthcare system is run efficiently for any business to be run efficiently, a skilled and competent staff is a requirement (Harter, Schmidt, & Hayes, 2002). Healthcare professions are amplyly demanding without proper work motivation, employee retention whitethorn suffer. Though high employee turnover rates exactlytocks be seen in legion(predicate) professions, they are becoming especially prevalent in healthcare scenarios (Belbin, Erwee, & Wiesner, 2012). One priming for this whitethorn be that healthcare is becoming oft(prenominal) a unbendable force, twain in our daily lives and in the business world (Barrett, 2010).A large healthcare system calls for an ample staff with more employees, it chiefly follows that employee turnover rates will outgrowth. Whatever the case, in order to say a successful clinic, one should have a clear judgment of what affects employee turnover. The goal of this paper is to understand the l ink between employee turnover rates and job satisfaction. Once these factors, or work motivators, are identified, this paper will examine how they good deal be implemented within a clinic to decrease employee turnover and increase the per urinateance levels of employees. DefinitionsEmployee turnover rate have-to doe withs the frequency in which employers gain and lose employees (Cline, Reilly, & Moore, 2003). When examining turnover rates, some researchers like to make the distinction between involuntary and involuntary turnover. In this literature review, when I refer to employee turnover, I will be specifically focal point on voluntary turnover.Job satisfaction indicates the topicedness an individual feels toward their vocation. Job satisfaction, as this research will further confirm, is a complex and multifaceted conception many factors are integral in the accomplishment of job satisfaction. As dole out & Cleal (2011) confirm, there are many theories on what motivates job satisfaction, whether it be dispositional, situational, or psychological. This literature review is mainly concerned with situational job satisfaction.Work motivation is defined by Lindner (1998) as the inner force that drives individuals to secure face-to-face and governing bodyal goals (p. 1). Motivation is what gives us our purpose and tenacity it is the desire achieve specific goals and to meet unavoidably unmet.Rewards systems are implemented by employers to both make aware their expectations for their employees and for employees to receive the benefit of learning when their job or task is performed with excellence (Shiraz, Rashid, & Riaz, 2011). Some examples of vocational rewards are promotions, monetary compensation, vacation, and intuition. method actingApplicable research articles were found using resources and databases available through bottom University in Grand Rapids, Michigan. The most advantageous databases were ProQuest, GaleGroup, AcademicOne, and PsychInfo . The following key words were used to help narrow search results job satisfaction, employee turnover, employee satisfaction, employee retention, work motivation, employee motivation retention factors, and employee engagement. In order to keep this literature review relevant to current circumstances, articles dating before 2000 were non used, with the exception of those dealing with supposititious framework. The research was done in not only medical environments, however in a variety of work environments. The reason for this is that job satisfaction and employee turnover rates are very prevalent in a considerable number of professions. The findings found within each article may be effectively applied to a clinical setting. Each article used for this literature review is peer-reviewed. Review of Related LiteratureSince the concept of job satisfaction and its relation to job performance and employee turnover is such a large topic, this literature review will be focusing on several key factors (a) the role of recognition and rewards in the work place (Shiraz et al., 2011) (b) meaningful communication between employer and employee (Sultan, 2012) (c) the importance of leadership and role definition in the work place (Moynihan & Pandey, 2007). While all the researchers agree that there are always a number of factors that influence employee turnover and job satisfaction, for succinctness, this particular literature review will specifically examine the aforementioned topics and their relationship to employee turnover and job satisfaction. While it may not immediately seem that these topics are intrinsically connected, by exploring these themes piece-by-piece, in expiration we are able to see howtogether they are able to laissez passer insight into how job satisfaction can be improved. The role of recognition and rewards in the work place at bottom the workplace, both employers and employees maintain sure expectations of each other. Employers expect their emplo yees to take initiative, supervise themselves, continue to learn impertinent skills, and be responsive to business needs (Ali & Ahmed, 2009, p. 1). Employees expect, at the very least, to be treated with fairness, to be paid a reasonable salary, and to experience a safe working atmosphere (Ali & Ahmed, 2007). These are, as Linz (2010) puts it, intrinsic rewards. In Linzs analyse, all employees valued these rewards as an integral part of job satisfaction and motivation only some employees placed great value on extrinsic rewards such as promotions and recognition. In a theoretical memorise constructed by Lindner (1998), the research indicated that simply receiving full esteem for work done was ranked momentously eventful in a list of factors linked with job satisfaction, coming in at third.However, in a get wind performed by Ali & Ahmed (2009), a questionnaire given to 80 Unilever employees showed that there was a significant coefficient of correlation with the extrinsic rewar d recognition and how satisfied and motivated they were in their work. Ali & Ahmed (2007) used the Pearsons Product snatch Correlation Coefficient to quantify their data. In a occupy very similar to the one performed by Ali & Ahmed (2007), Danish (2010) hypothesized that there would be a salutary relationship between recognition and work motivation he also predicted that there would be a strong link between rewards and work motivation. Both of his hypotheses were supported however, the link between recognition and work motivation, though positive, was not as strong as anticipated.Though the link between rewards and work motivation was just about stronger than the correlation between recognition and work motivation, it still was not as significant as the link between work motivation and the content of the work itself. Like Ahmed & Ali (2007), Danish (2010) used the Pearsons Product Moment Correlation Coefficient. Meaningful communication between employer and employeeIn a qualita tive study of nurses who voluntarily left their jobs, researchers discovered that the reason the nurses communicated to their employer forleaving was not consistent with the reason they gave to a neutral third party when posited with the same(p) question (Cline, Reilly, & Moore, 2003). Interestingly enough, the reasons that they gave for leaving were directly connected with fusss concerning communication with their managing staff. In a theoretical study designed by Lindner (1998) with the purpose of rank factors associated with work motivation, the feeling of being in on things was among the more important factors, placing sixth in the line-up.Some other factors that were mentioned in Lindners study could also be linked with the concept of employer and employee communication full appreciation of work done, in the flesh(predicate) loyalty to employees, tactful discipline, and sympathetic help with personal problems. Goris (2007) performed a moderated regression analysis on 302 empl oyees. In his findings, he did not discover that employees communication-related interactions served as an indication of what types of jobs employees would choose. However, Goris (2007) did find that communication satisfaction was a primary predictor of employees performance and overall job satisfaction.The importance of leadership and role definition in the work place The research consistently indicates that the establishment of roles within a work environment is important when examining employee turnover and job satisfaction (Patnaik, 2011). In a study performed by Cline et. al (2003) in which they interviewed registered nurses who had voluntarily left their place of employed, leadership and group viscidness were factors that directly affected turnover and retention. In another study, Moynihan et al. (2007) used a questionnaire to uncover a direct, positive relationship between role lucidness and how satisfied employees were with their jobs. However, in the same study, researche rs found that role clarity did not seem to have oft influence on the employees work involvement. Key Findings and Implications for Professional PracticeThe main focus of this literature is identifying the factors that influence job satisfaction and work motivation and how they influence employee turnover. The research indicates that there is a strong link between job satisfaction and employee retention and that there are several work motivators that can be implemented to increase job satisfaction and decrease employee turnover. In addition, the research implies that increased workmotivators and job satisfaction leads to higher performance levels in employees, greatly benefiting the organization or businesses they serve. While a high employee turnover rate is not hard for employees to see, it is oftentimes difficult to understand the reasons behind it. In this literature review, some real insight could be found in the study of registered nurse turnover rates performed by Cline et al . (2003).The nurses were very clear on their reasons for leaving their jobs when talking with a neutral third-party however, because they did not feel comfortable communicating with staff members within their former place of employment, they were unable to articulatio these concerns to their former employer. This demonstrates a very keen example of a problem seen in many work environments a lack of communication. finishedout much of literature considered in this review, communication, even if it was not directly named, emerged as a very important ingredient within an effective work environment. Through proper communication, employers and employees are able to not only discuss what needs to be accomplished, but they can begin to gain a break away understanding of one another.Since there are such a number of work motivation factors, it is important for an employer, or, in larger companies, a music director to have open communication with their employees and get to know them so th ey can meet their needs, leading to great job satisfaction for that individual. It seems that communication is a joining theme throughout many of the work motivating factors explored. Within a clinical setting, communication can be cultivated through the establishment of meetings, memos, and clear definition of the clinics practices (Sultan, 2012). Role clarity, another factor in job satisfaction, can also be implemented through proper communication between staff members. Rewards within a clinic may be exhibited through compensation or promotion however, recognition, a form of reward, can be achieved through verbal or written communication. finale and RecommendationsIt is important to achieve an environment where ones employees feel fulfilled since, as the research confirms, this is directly connected with how successful and effective a business can be (Moynihan & Pandey, 2007). Many might assume that how much an employee is paid is the driving forcebehind whether or not they are sa tisfied with their job (Lindner, 1998). However, while that is a factor, many of studies included here, as well as well-respected theories on the subject of work motivation, imply that there are many other factors that influence how happy an employee is with their job. The work motivators explored specifically in this review all exhibit a strong correlation with job satisfaction, though they still do not encompass all the factors that influence a workers job satisfaction and motivation. organised management, public service motivation, advancement opportunities, work content, and job routineness are some of the other factors that have a strong effect on job satisfaction. With such an array of factors to consider, it is clear that one cannot completely prevent employee turnover. However, as an employer or manager it is important to strive to create an environment where ones employees are empowered and motivated to perform their job to their surmount of their ability. By implementing practices in which an employee feels understood and valued, an employer is able to create a work environment where employees not only feel satisfied in their job, but they also feel motivated to set and accomplish goals for themselves and for the business in which they serve.Especially in a healthcare setting, the motivation, which is to help make ameliorate, or even save the lives of others, is a substantial one. By gaining a better understanding of the work motivators that bring job satisfaction and minimize employee turnover, an employer can bring about outcomes that benefits clients, employees, and the future of their business.ReferencesAli, R., & Ahmed, M. S. (2009). The impact of reward and recognition programs on employees motivation and satisfaction an empirical study. International Review of trading Research Papers, 5(4), 270-279.Barrett, S. (2010). Healthcare growing pains. Corporate Adviser, 33. 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