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Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention

Author

Listed:
  • Mumtaz Ali Memon
  • Rohani Salleh
  • Muhammad Zeeshan Mirza
  • Jun-Hwa Cheah
  • Hiram Ting
  • Muhammad Shakil Ahmad
  • Adeel Tariq

Abstract

Purpose - This study aims to examine the impact of employees' satisfaction with human resource management (HRM) practices (i.e. training satisfaction, performance appraisal satisfaction and pay satisfaction) on work engagement and subsequently employee turnover intentions. The mediating role of work engagement between employee satisfaction with HRM practices and turnover intentions is also assessed. Design/methodology/approach - Data were collected from Malaysian oil and gas (O&G) professionals. A total of 442 useable questionnaires were obtained for the final data analysis. Partial least squares structural equation modeling (PLS-SEM) was performed to test the hypothesised relationships. Findings - The findings indicate that training satisfaction and performance appraisal satisfaction are the key drivers of employee engagement at work. Work engagement in turn has a negative impact on employee turnover intentions. Furthermore, work engagement mediates the relationship between employees' satisfaction with HRM practices (i.e. training satisfaction and performance appraisal satisfaction) and turnover intentions. Nevertheless, it did not have any mediating effect on pay satisfaction and turnover intention. Practical implications - Training plans should be designed to make the relevant jobs more attractive and fulfilling, thus increasing employees' level of work engagement. Besides, ensuring that the appraisal system is fair is pivotal to work engagement. Work engagement will cultivate a strong sense of emotional attachment between employees and employers, thus reducing the turnover intention of Malaysian O&G professionals. Originality/value - To date, little has been done on employees' satisfaction with HRM practices with respect to their attitudinal and behavioural outcomes. The present study enhances our understanding of the importance of employees' satisfaction with HRM practices and its relation to employees' work engagement and turnover intentions.

Suggested Citation

  • Mumtaz Ali Memon & Rohani Salleh & Muhammad Zeeshan Mirza & Jun-Hwa Cheah & Hiram Ting & Muhammad Shakil Ahmad & Adeel Tariq, 2020. "Satisfaction matters: the relationships between HRM practices, work engagement and turnover intention," International Journal of Manpower, Emerald Group Publishing Limited, vol. 42(1), pages 21-50, July.
    • Handle: RePEc:eme:ijmpps:ijm-04-2018-0127
    DOI: 10.1108/IJM-04-2018-0127
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    Citations

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    Cited by:

    1. Diane Pelly, 2023. "Worker Well-Being and Quit Intentions: Is Measuring Job Satisfaction Enough?," Social Indicators Research: An International and Interdisciplinary Journal for Quality-of-Life Measurement, Springer, vol. 169(1), pages 397-441, September.
    2. Hongdan Zhao & Yuanhua Chen & Weiwei Liu, 2023. "Socially Responsible Human Resource Management and Employee Moral Voice: Based on the Self-determination Theory," Journal of Business Ethics, Springer, vol. 183(3), pages 929-946, March.
    3. Li, Xue & Tan, Alexander Jun Hao & Wang, Xueqin & Yuen, Kum Fai, 2023. "Investigating gig workers’ commitment to crowdsourced logistics platforms: Fair employment and social exchange perspectives," Technology in Society, Elsevier, vol. 74(C).

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