What Is the Connection Between Job Satisfaction and Turnover?

Resignation refers to the labor legal system in which an employee leaves his or her original position and employment. There are two cases. One is resignation and recuperation, leaving school to enter school for further studies, suspension of pay to stay, and this type of resignation does not terminate the labor legal relationship. This termination of the employment legal relationship. Resigned employees enjoy different treatments according to different situations. ^[1]

There are two types of employee turnover:

1) Employees voluntarily resign, that is, the employee unilaterally submits an application for resignation to the enterprise;

2) The enterprise proposes to terminate the labor relationship between the two parties due to employees' incompetent positions, unqualified trials, or serious violations of company rules and regulations.

Studies have shown that the correlation between employee dissatisfaction and absenteeism is not high. That is, job dissatisfaction may be only one of many factors affecting employee absenteeism. For example, even if people really dislike their work, they may not choose to be absent from work if they think it is important to maintain their livelihood or complete a major project; on the other hand, some employees may be very disliked They work, but they just lazily or passively go to work to show their dissatisfaction rather than choose to be absent. ^[3]

Turnover Content Theory

The theory of turnover content explores the factors that affect turnover. To date, no general conclusion has been reached on the summary of the factors affecting departures. The generalization of Muchinsky and Morrow (1980) ^[4] is easier to accept. They divided the factors affecting the separation into three dimensions:

1. Work-related factors: Work-related factors reflect the impact of the organization on turnover;

2. Economic opportunity factors (economic opportunity factors): Economic opportunity factors reflect the impact of labor market rules on turnover;

3. Personal factors (indlidual factors): Personal factors reflect the impact of differences in personal background on turnover. ^[5]

The individual factor referred to in the theory of departure is the individual difference. These include: first, personality characteristics, such as personality, control, and self-confidence; second, occupational characteristics, such as position, technical level, specialization, and age; and third, life characteristics, such as marriage, family, and living conditions.

Work relationship factors should include three aspects: organizational factors; personal attitudes caused by organizational factors; behaviors caused by attitudes.

As mentioned earlier, job satisfaction is not highly correlated with turnover. ^[5]

Hierarchy of factors affecting turnover

The factors affecting the turnover are hierarchical. Economic factors, organizational factors, and personal factors reflect the macro-to-micro level, and each level has three levels of environment, psychological response and behavioral response. ^[5]

Labor market and turnover

Although research on the issue of turnover has risen to the level of organizations, we must also see the interaction between organizations-the labor market (that is, economic factors). After all, "resignation" is a cross-organizational behavior. the author thinks:

1. Economic factors affect not only job search through the unemployment rate, but also individual expectations and values through labor prices. The latter is still ignored by scholars.

2. Economic factors and turnover interaction. With changes in the economy, technology, and population environment, labor prices continue to change, resulting in constant changes in individual expectations. On the other hand, resignation itself is one of the most active factors in the labor market. The reason for resignation has become the direction of the labor market. As a result, the treatment has been continuously improved in quantity and renovated in form.

3. The interaction between the two forms that manufacturers continue to introduce new incentives, and the labor market continues to transform them into health care factors. Incentives and health factors are no longer distinct.

4. Resignation has introduced a labor competition mechanism. Uncompetitive companies also lack the ability to avoid resignation. ^[5]

Organizational factors and departures

The interaction between organizational factors and employees in turnover theory needs to be explored. The author puts forward the following hypotheses: 1. Organizational factors cause individuals to have two attitudes. A positive attitude improves performance and a negative attitude induces turnover intentions. The two levels of attitude are different and the resulting variables are different-not only the size. 2. Resignation is the product of a continuous vicious circle of negative attitudes. This cumulative effect and ecological effect cannot be ignored. 3. The organizational function is not only manifested in the fact that it can regulate organizational factors, but also affects personal factors. 4. The overall strength of the organization is the most critical factor affecting departure. Whether the organization can guarantee that the treatment (including indirect and internal rewards) is not lower than the market price, and whether it can ensure the sustainable development of employees. ^[5]

Personal factors and departures

1. Personal factors influence departures through "Expectations and Values". 2. Expectation and value have two dimensions of direction and size of demand, two levels of acceptable and unacceptable, current and long-term. 3. Separation occurs in an unacceptable range. The departure process is likely to occur at two levels of the interface. 4. Both levels are dynamic and constantly changing. So turnover decisions are dynamic and non-deterministic. 5. The dynamic changes at the two levels come not only from personal factors, but also from individual perceptions of the market. Perceptual changes are affected by accessible information, including information on job hunting behavior. The difficulty of finding a job affects the perception of the labor market, which in turn affects expectations and value. ^[5]