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One of the most important concerns of the human
resources management is the tendency of the talented
employees for leaving the organization. Therefore,
organizations which can recognize the factors
effective on the employees’ tendency to leave will
be able to apply more effective methods of
maintaining and protecting their talented human
resources. The purpose of this research is to study
the effective factors of the employees` turnover in
the Electricity Engineering Services Co. (Moshanir).
The present research was an applied, descriptive
survey. The statistical population of this research
was the whole experts holding master degree or
higher in engineering, or those who had left their
job during the past two years. The sample size,
according to the Kerjesi and Morgan table, was 242
employees and 59 of those who had left their jobs;
they all answered a questionnaire (derived from the
research of Lucy and colleagues (2004) ), including
seven sections such as the demographic information,
job characteristics, supervisor features, job
emotions and feelings, job conditions, working
environment, working attitudes and then turnover.
The Pierson coherence test and the one way variance
analysis (ANOVA) were applied to analyze the data.
The variables such as the job characteristics,
supervisor features, job conditions and job
attitudes, oppositely affect the variable of the
employees` turnover, and by the decrease of the
acceptable features pertaining to any of them, the
rate of turnover increases. Also, there was a
significant difference between the viewpoint of the
employees and that of those who left their job in
terms of the effective factors. The desire for
leaving a job results from the conscious will of the
employed person, and then the person gradually
develops the desire inside himself. Maintaining the
employees in an organization includes more extensive
aspects than the amount of salary and benefits, or
providing hygiene and safety in the working
environment. While discussing and making decisions
about maintaining the human resources, it`s
necessary to consider the various and complex
aspects which form their personal, group and
organizational needs, and to study the personal and
group differences in defining the qualitative job
conditions and also to consider individuals with all
aspects of the human reality, in relation to their
personal and social lives.
Keywords:
turnover, job characteristics, supervisor features,
job feelings and emotions, job conditions and job
attitudes
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