Ijrcm 3 Evol 3 Issue 3 Art 23

7/24/2019 Ijrcm 3 Evol 3 Issue 3 Art 23

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VOLUME NO.3(2013),ISSUE NO.03 (MARCH) ISSN2231-4245

A Monthly Double-Blind Peer Reviewed (Refereed/Juried) Open Access ntern!tion!l e-Journ!l - ncluded in the ntern!tion!l "eri!l Directories

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INTERNATIONAL JOURNAL OF RESEARCH IN COMMERCE, ECONOMICS & MANAGEMENTA Monthly Double-Blind Peer Reviewed (Refereed/Juried) Open Access ntern!tion!l e-Journ!l - ncluded in the ntern!tion!l "eri!l Directories

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CONTENTSCONTENTSCONTENTSCONTENTS

Sr.No. TITLE & NAME OF THE AUTHOR (S)

PageNo.

1 AN ANALYSIS OF THE DETERMINANTS OF MINING INVESTMENT IN ZIMBABWE: BASED ON THE FLEXIBLE ACCELERATOR MODELLYMAN MLAMBO

1

2 FINANCIAL PERFORMANCE OF INDIAN GENERAL INSURANCE COMPANIES IN PRE RECESSION PERIOD

DR. S.M.TARIQ ZAFAR & RITIKA AGGARWAL

7

POSTAL SAVINGS IN INDIA ! A COMPARATIVE ANALYSIS USING REGRESSION AND ARIMA MODELSS.NEHRU & S. RAJARAM

1"

# FDI IN RETAILING: BOOST EMPLOYMENT OPPORTUNITIES FOR INDIA$S YOUTHDR. V.SELVAM

21

" %ERALA BUILDING AND OTHER CONSTRUCTION WOR%ERS WELFARE FUND BOARD A MACRO PICTUREDR. ABDUL NASAR VP, DR. ABOOBACKER SIDHEEQUE KT & DR. MUHAMMED BASHEER UMMATHUR

2"

' GROWTH AND PERFORMANCE OF MICRO, SMALL AND MEDIUM ENTERPRISES IN INDIA IN POST GLOBALIZATION PERIODR. PONMANI & DR. R. ANNAPOORANI

(

7 MICROFINANCE: A CHANGING PARADIGM IN THE NEW ECONOMIC SCENARIO IN THE CONTEXT OF WOMEN EMPOWERMENTDR. V.V. SUBBA RAO & T. MADHUSUDHAN RAO

#2

) BAMBOO CULTIVATION IN DIMAPUR, NAGALAND ! GROWERS PERCEPTIONDR. P. NATARAJAN & IMTINUNGSANGJAMIR

#7

( USE OF ZSCORE ANALYSIS FOR EVALUATION OF FINANCIAL HEALTH OF INDIAN OIL REFINERIES

DR. A. VIJAYAKUMAR & P.GOMATHI

"

1* IMPACT OF PSYCHOLOGICAL FACTORS ON EMPLOYEE TURNOVER INTENTIONMUHAMMAD RIZWAN, MARIA SHAHID, HAMNA SHAFIQ, SUMAIRA TABASSUM, RAFIA BARI & JAVERIA UMAR

'

11 WOMEN ENTREPRENEURSHIP IN INDIAJYOTI KANDPAL BHATT, NEERAJ SHARMA & DEEPIKA GOEL

7*

12 THE ROLE OF LOCAL INSTITUTIONS FOR SUSTAINABLE LIVELIHOODS: THE CASE OF HAOR FISHERMEN IN BANGLADESHROMAZA KHANUM

7"

1 STRUCTURAL CHANGE IN NORTHERN STATES OF INDIATINA SINGH

)*

1# INDIAN IPO MAR%ET +UO VADISRASHI M. GOPLANI

)#

1" FINANCIAL PERFORMANCE EVALUATION OF PRIVATE SECTOR BAN%S IN INDIA: A COMPARATIVE STUDYDR. KUSHALAPPA. S & PRADEEP R BHANDARY

(1

1' EMOTIONAL INTELLIGENCE OF FEMALE FACULTY IN COLLEGES

P.YASODHA

("

17 EFFECTIVE EDUCATION FOR DIFFERENTLY ABLED CHILDREN IN REGULAR STREAM: PERCEPTIONS OF TEACHERSDR. K. PARTHASARATHY

((

1) WOMEN EMPOWERMENT THROUGH SELF HELP GROUPS IN PUDUCHERRY: A CASE STUDY OF YANAMDR. R.UMA DEVI

1*#

1( HINDRANCES TO MICROFINANCE SUSTAINABILITY IN RAJOURI DISTRICT OF JAMMU AND %ASHMIRAASIM MIR

112

2* A STUDY ON FACULTY STRESS IN SELECT COLLEGES IN %ANCHIPURAM DISTRICTB.SATHYA & DR. M.MURUGAN

11"

21 GROWTH, PERFORMANCE AND DETERMINANTS OF AGRICULTURAL VARIATION IN PUNJAB: AN INTER DISTRICTS STUDYJASPAL SINGH, NIRMAL SINGH & KULVINDER SINGH

11(

22 PROMOTING ORGANIC FARMING: AN ANALYSIS OF STATUS AND ISSUES OF UTTARA%HAND ORGANIC COMMODITY BOARDSHALINI SINGH & VISHNU SHANKER MEENA

127

2 RESEARCH ON THE VARIABLES THAT HAVE AN IMPACT ON EMPLOYEE SATISFACTION AND TURNOVER INTENTION

MUHAMMAD RIZWAN, NIMRA SHAHZAD, QANDEEL SHEIKH, SANIA BATOOL, MARYAM RIAZ & SAMINA SIDDIQUE

11

2# THE DETERMINANTS OF LEVERAGE OF THE LISTED COMPANIES IN SRI LAN%A: AN EMPIRICAL STUDYS.ANANDASAYANAN, V.A.SUBRAMANIAM, A.SIREERANHAN & M.RAVEESWARAN

1(

2" THE IMPACT OF COMMERCIAL BAN%S$ ACTIVITIES ON RURAL ECONOMIC DEVELOPMENT IN NIGERIAOKE, MARGARET ADEBIPE & SAMUEL, IYIOLA KEHINDE OLUWATOYIN

1##

2' THE PERFORMANCE OF SMALL MEDIUM ENTERPRISES SME$-. OPERATED BY WOMEN AND MEN IN THE NON AGRICULTURE ROLEENTERPRISE IN NANDI COUNTY, %ENYA

STEPHEN K. CHELOGOI & EVERLINE C.TUM

1"*

27 ACCESS TO AND IMPACT OF CREDIT ON HOUSEHOLDS WELFARE IN NIGERIAUGWUANYI, HILLARY CHIGOZIE & OMEJE, AMBROSE NNAEMEKA

1"#

2) BOARD GENDER DIVERSITY AND PERFORMANCE OF LISTED COMMERCIAL BAN%S IN %ENYAUMULKHER ALI ABDILLAHI & MUGANDA MUNIR MANINI

1"(

2( INDIAN TEA PRODUCTION: AN ANALYSISP.V.ANIL

1''

* THE IMPACT OF THE BRAND TRUST, BRAND ATTACHMENT, BRAND COMMITMENT ON BRAND LOYALTYMUHAMMAD RIZWAN, WAQAR AHMAD BHATTI, SAMRAIZ TAHIR, CH. SAJID ALI, FARAZEEN HASEEB PEERZADA, AFFIFA NAZ & QURAT-UL-

AIN ZAHRA

1'(

RE+UEST FOR FEEDBAC% 17"


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CHIEF PATRONCHIEF PATRONCHIEF PATRONCHIEF PATRONPROF/ %/ %/ AGGARWAL

,h!ncellor% 6in&!y!7s 8niversity% Delhi

$ounder 9ice-,h!ncellor% #uru #obind "in&h ndr!pr!sth! 8niversity% Delhi

:; Pro 9ice-,h!ncellor% #uru J!3bheshw!r 8niversity% .is!r

FOUNDERFOUNDERFOUNDERFOUNDER PATRONPATRONPATRONPATRONLATE SH/ RAM BHAJAN AGGARWAL

$or3er "t!te Minister for .o3e < =ouris3% #overn3ent of .!ry!n!

$or3er 9ice-President% D!dri :duc!tion "ociety% ,h!r>hi D!dri

$or3er President% ,hin!r "ynte; 6td (=e;tile Mills)% Bhiw!ni

COCOCOCO----ORDINATORORDINATORORDINATORORDINATORDR/ BHAVET

$!culty% "hree R!3 nstitute of Business < M!n!&e3ent% 8r5!ni

ADVISORSADVISORSADVISORSADVISORSDR/ PRIYA RANJAN TRIVEDI

,h!ncellor% =he #lob!l Open 8niversity% '!&!l!nd

PROF/ M/ S/ SENAM RAJUDirector A , D% "chool of M!n!&e3ent "tudies% #'O8% 'ew Delhi

PROF/ M/ N/ SHARMA,h!ir3!n% MBA% .!ry!n!,olle&e of =echnolo&y < M!n!&e3ent% ?!ith!l

PROF/ S/ L/ MAHANDRU

Princip!l (Retd)% M!h!r!5!A&r!sen,olle&e% J!&!dhri

EDITOREDITOREDITOREDITORPROF/ R/ %/ SHARMA

Professor% Bh!rti 9idy!peeth 8niversity nstitute of M!n!&e3ent < Rese!rch% 'ew Delhi

COCOCOCO----EDITOREDITOREDITOREDITORDR/ SAMBHAV GARG

$!culty% "hree R!3 nstitute of Business < M!n!&e3ent% 8r5!ni

EDITORIAL ADVISORY BOARDEDITORIAL ADVISORY BOARDEDITORIAL ADVISORY BOARDEDITORIAL ADVISORY BOARDDR/ RAJESH MODI

$!culty% 2!nbu ndustri!l ,olle&e% ?in&do3 of "!udi Ar!bi!

PROF/ SI%ANDER %UMAR,h!ir3!n% Dep!rt3ent of :cono3ics% .i3!ch!lPr!desh8niversity% "hi3l!% .i3!ch!l Pr!desh

PROF/ SANJIV MITTAL8niversity"chool of M!n!&e3ent "tudies% #uru #obind "in&h P 8niversity% Delhi

PROF/ RAJENDER GUPTA

,onvener% Bo!rd of "tudies in :cono3ics% 8niversity of J!33u% J!33uPROF/ NAWAB ALI %HAN

Dep!rt3ent of ,o33erce% Ali&!rh Musli3 8niversity% Ali&!rh% 8P


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PROF/ S/ P/ TIWARI.e!d% Dep!rt3ent of :cono3ics < Rur!l Develop3ent% Dr R!3 M!noh!r 6ohi! Av!dh 8niversity% $!i!b!d

DR/ ANIL CHANDHO%Professor% $!culty of M!n!&e3ent% M!h!rishi M!r>!ndeshw!r 8niversity% Mull!n!% A3b!l!% .!ry!n!

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DR/ SAMBHAVNA$!culty% =M% Delhi

DR/ MOHENDER %UMAR GUPTAAssoci!te Professor% PJ6'#overn3ent,olle&e% $!rid!b!d

DR/ VIVE% CHAWLAAssoci!te Professor% ?uru>shetr! 8niversity% ?uru>shetr!

DR/ SHIVA%UMAR DEENEAsst Professor% Dept of ,o33erce% "chool of Business "tudies% ,entr!l 8niversity of ?!rn!t!>!% #ulb!r&!

ASSOCIATE EDITORSASSOCIATE EDITORSASSOCIATE EDITORSASSOCIATE EDITORS

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PARVEEN %HURANAAssoci!te Professor% Mu>!nd6!l'!tion!l,olle&e% 2!3un! '!&!r

SHASHI %HURANAAssoci!te Professor% "M"?h!ls!6ub!n!#irls,olle&e% B!r!r!% A3b!l!

SUNIL %UMAR %ARWASRAPrincip!l% A!>!sh,olle&e of :duc!tion% ,h!nder?!l!n% =oh!n!% $!teh!b!d

DR/ VI%AS CHOUDHARYAsst Professor% '= (8niversity)% ?uru>shetr!

TECHNICAL ADVISORTECHNICAL ADVISORTECHNICAL ADVISORTECHNICAL ADVISORAMITA

$!culty% #overn3ent M "% Moh!li

FINANCIAL ADVISORSFINANCIAL ADVISORSFINANCIAL ADVISORSFINANCIAL ADVISORSDIC%IN GOYAL

Advoc!te < =!; Adviser% P!nch>ul!

NEENA

nvest3ent ,onsult!nt% ,h!3b!&h!t% "ol!n% .i3!ch!l Pr!desh

LEGAL ADVISORSLEGAL ADVISORSLEGAL ADVISORSLEGAL ADVISORSJITENDER S/ CHAHAL

Advoc!te% Pun5!b < .!ry!n! .i&h ,ourt% ,h!ndi&!rh 8=

CHANDER BHUSHAN SHARMAAdvoc!te < ,onsult!nt% District ,ourts% 2!3un!n!&!r !t J!&!dhri

SUPERINTENDENTSUPERINTENDENTSUPERINTENDENTSUPERINTENDENT

SURENDER %UMAR POONIA


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INTRODUCTION

REVIEW OF LITERATURE

NEED@IMPORTANCE OF THE STUDY

STATEMENT OF THE PROBLEM

OBJECTIVES

HYPOTHESES

RESEARCH METHODOLOGY

RESULTS & DISCUSSION

FINDINGS

RECOMMENDATIONS@SUGGESTIONS

CONCLUSIONS

SCOPE FOR FURTHER RESEARCH

AC%NOWLEDGMENTS

REFERENCES

APPENDIX@ANNEXURE

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RESEARCH ON THE VARIABLES THAT HAVE AN IMPACT ON EMPLOYEE SATISFACTION AND TURNOVER

INTENTION

MUHAMMAD RIZWAN

LECTURER

DEPARTMENT OF MANAGEMENT SCIENCES

THE ISLAMIA UNIVERSITY OF BAHAWALPUR

BAHAWALPUR

NIMRA SHAHZAD

STUDENT



BAHAWALPUR

QANDEEL SHEIKH

STUDENT


THE ISLAMIA UNIVERSITY OF BAHAWALPURBAHAWALPUR

SANIA BATOOL

STUDENT



BAHAWALPUR

MARYAM RIAZ

STUDENT

DEPARTMENT OF MANAGEMENT SCIENCESTHE ISLAMIA UNIVERSITY OF BAHAWALPUR

BAHAWALPUR

SAMINA SIDDIQUE

STUDENT



BAHAWALPUR

ABSTRACTA l! " #$%$#'( (% )$$* +*$ * !#*$# *!$*!* *+ ! (% )$$* /$$* *!$#$%! "# !($ 0*1$#% *+ #$%$#'($#% "# l*1 2$#+. T(% 22$# (1(l1(!%

*+ +$"*$% )%' '*'$2!% " J) %!%"'!* *+ !% 02'! * E02l3$$% !#*$# *!$*!*. I! %2$'"'ll3 '*%+$#% %!%"'!* 4!( O#1*5!*% 6%!'$,

L'% " C*!#l, O#1*5!*l C00!0$*! !(! ""$'!% T#*$# I*!$*!*. T '($$ !($ )6$'!$, %#$3 0$!(+ " 7$%!**#$ 4% '*+'!$+. A !!l

89: #$%2*+$*!% 4$#$ #*+0l3 %$l$'!$+ % !($ %02l$ " %!+3, +! 4% *l35$+ )3 SPSS *+ R$1#$%%* *l3%% !$'(*7$ 4% %$+. F*+*1% %22#!$+ !($

$*!#$ "# (32!($%$%. O#1*5!*% 6%!'$, L'% " C*!#l, O#1*5!*l C00!0$*! (+ 2%!$ #$l!*%(2 4!( J) S!%"'!*, 4($#$% T#*$#

I*!$*!* (+ *$1!$ #$l!*%(2 4!( 6) %!%"'!*. F#!($#0#$, !($ $02l3$$% !(! #$ *%!%"$+ 4!( !($# 6) 2#1#$%%$l3 ($ (1($# *!$*!* !

7! !($ 6) !(* !($ %!)l5$+ 6) %!%"$+ $02l3$$% +.

%EYWORDS,ronb!ch Alph!% Job "!tisf!ction% "P"" (re&ression) An!lysis% =urnover ntention

1/ INTRODUCTION3ployee turnover h!s lon& been ! topic of interest to !c!de3ici!ns !nd pr!ctitioners bec!use of the ne&!tive conseuences of turnover (,otton !nd

=uttle% HF Mowd!y et !l% HE .o3 !nd #riffeth% 1 #riffeth et !l% E*** .!yes et !l% E**F)

Or&!ni!tions be!r ! lot of cost re&!rdin& turnover !s they obt!in si&nific!nt costs% both direct (costs of recruit3ent !nd selection% tr!inin&% orient!tion

!nd develop3ent% etc)% !nd indirect (co33it3ent of e3ployee% service/product u!lity% productivity !nd profit) (?inic>i et !l% E**E) "tudies h!ve beenconducted fro3 nu3erous perspectives% with respect to the re!son !nd connection of e3ployee turnover

,otton !nd =uttle (HF) reco&nied three types of c!uses of e3ployee turnover4

() ndividu!l f!ctors (!&e% educ!tion% &ender% 5ob possession)

(E) 5ob-rel!ted f!ctors (5ob s!tisf!ction% p!y% perfor3!nce% Or&!ni!tion!l co33it3ent) !nd

E


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(0) :;tern!l f!ctors (une3ploy3ent r!tes% e3ploy3ent opinion% 8nion occurrence)

Job s!tisf!ction h!s been 3!inly studied wor>/5ob-rel!ted si&n of turnover% which h!s usu!lly been tre!ted !s ! 3!5or v!ri!ble Job s!tisf!ction refers to the

feelin&s one h!s !bout one7s 5ob on which 3ost rese!rchers !&ree Moreover% nu3erous western studies h!ve &ener!lly 3!int!ined ! ne&!tive rel!tionship

between 5ob s!tisf!ction !nd e3ployee turnover (#riffeth et !l% E*** Price% II% E** ?inic>i et !l% E**E)% !lthou&h in so3e c!ses% it is not stron&ly rel!ted

(Mobley et !l% I @on& et !l% E**)

.i&her levels of or&!ni!tion!l perfor3!nce le!d to lower turnover Deter3in!nts of 5ob s!tisf!ction 3!y be different between countries !nd cultures% !lthou&h

there is ! well-est!blished ne&!tive lin> between 5ob s!tisf!ction !nd e3ployee turnover% so3e rese!rchers h!ve u!rrel th!t% hence !ffectin& the rel!tionship

with e3ployee turnover intention (?ir>3!n !nd "h!piro% E**) $urther !spects th!t contribute to turnover decisions !re level of occup!tion% l!bor 3!r>et

situ!tion% wor>er7s !&e% prob!bility of !cuirin& other e3ploy3ent !nd fin!nci!l t!s>s Rel!tionship between 5ob s!tisf!ction !nd turnover one 3!y e;pect in

co33on% to !ccept this in cert!in situ!tions is i3port!nt !s this connection would not be !chieved bec!use of the !bove-3entioned f!ctors

Affective or&!ni!tion!l co33it3ent h!s reve!led !n i3port!nt forec!ster of or&!ni!tion!l outco3e when we focus on the lin> between !ttitude !ndperfor3!nce =he si3il!r rel!tion with or&!ni!tion!l outco3e c!n be est!blished fro3 5ob s!tisf!ction .owever it is further indirect the rel!tion to

or&!ni!tion!l outco3e

$or both the w!nt for intern!l or e;tern!l control stren&thenin& !n individu!l7s hope is 3e!sured by 6ocus Of ,ontrol "pecific!lly% it is the level to which people

believe th!t the e;tern!l f!ctors% li>e ch!nce !nd powerful others !re in control of the events th!t control their lives Or&!ni!tion!l 5ustice is connected with

or&!ni!tion Justice in !n or&!ni!tion includes 3!tter rel!ted to ide! of f!ir p!y eu!l opportunities for pro3otion !nd person!l selection procedure

Job "!tisf!ction rel!tes th!t how people e;perience% distin&uish !nd thin> !bout their 5obs =his 3e!nin& 3!y be he!din& for th!t how e3ployee7s !ppro!ch !nd

beh!viors tow!rds their 5obs @hen the i3port!nce is &iven e;pect!tions tow!rds s!tisf!ction is wished% it is i3port!nt to 5ud&e 5ob s!tisf!ctions predictor to

euilibriu3 e;istin& f!ctors to &et insi&ht into e3ployee !ttitudes !nd beh!viors Job s!tisf!ction is the de&ree to which ! person reports s!tisf!ction with

e;trinsic !nd intrinsic !ttributes of 5ob $urther3ore% Job s!tisf!ction decre!ses the cost of e3ployin& new e3ployees !nd develops the preserv!tion level of

e3ployees .owever% before co3plete >nowled&e of Job "!tisf!ction c!n be obt!ined 3!ny f!ctors !re to be included t 3!y include f!ctors such !s !&e of

e3ployee7s% he!lth% level !nd desire of !3bition n !ddition% !n e3ployee7s rel!tionships with f!3ily% soci!l st!tus% recre!tion!l outlets% !ctivity in the

or&!ni!tion etc !lso !dd eventu!lly to 5ob s!tisf!ction @hen co3p!rin& 3e!nin& of 5ob s!tisf!ction f!ctors !nd their i3p!ct of Job "!tisf!ction of officers 3ust

further3ore be considered =he i3p!cts li>e !&e% se; dissi3il!rity !nd wor> e;perience on the feelin&s tow!rds s!tisf!ction should !lso be considered Most

si&nific!nt f!ctors th!t !dd ! lot to Job "!tisf!ction !re the result of these i3p!cts% which !re efficiency in wor>% s!l!ry% frin&e benefits !nd co-wor>er rel!tions

Priv!te sectors h!ve hi&h level of "!tisf!ction th!n different f!ctors h!ve i3p!ct on 5ob s!tisf!ction li>e pro3otion% p!y% s!fety of 5ob% wor>in& conditions%rel!tionship with co-wor>er !nd supervisor =he positive or ne&!tive feelin& with which the e3ployee visions his wor> is >nown !s Job "!tisf!ction in which

!&ree3ent between rew!rds th!t 5ob provides !nd ones e;pect!tion of the 5ob is st!ted =he n!ture of one7s i3pression of 5ob is ! si&nific!nt p!rt of life !s Job

"!tisf!ction influences one7s &ener!l life s!tisf!ction =he result of different !ppro!ches possessed by !n e3ployee is 5ob s!tisf!ction =hose !ttitudes th!t !re

lin>ed to the 5obs under condition by !n e3ployer in ! constricted sense !re f!ctors such !s w!&es% for3s of wor>% supervisors of e3ploy3ent% uic> resolution

of &riev!nces% soci!l rel!tionship on the 5ob !nd f!ir tre!t3ent by e3ployer

Persons fro3 public sectors h!ve the benefit of better f!cilities !nd encour!&in& wor> environ3ent Minor level of i3p!ct is on se; !nd !&e dissi3il!rity =he

over!ll 5ob s!tisf!ction of the e3ployee is !t positive level

=he deter3in!nts of 5ob s!tisf!ction h!ve been4

ndividu!l differences such !s self-estee3 < need for !chieve3ent%

$!ctors such !s !uthority division < centr!li!tion !nd%

Or&!ni!tion!l rew!rd "yste3s

M!in ob5ectives of this rese!rch !re4

=o ,hec> the i3p!ct of or&!ni!tion!l co33it3ent on e3ployee turnover%

=o ,hec> the i3p!ct of 6O, on e3ployee turnover%

=o !ssess the i3p!ct of or&!ni!tion!l 5ustice on e3ployee turnover !nd whether it is properly i3ple3ented !nd e;ecuted=his rese!rch 3!y !nswer the followin& uestions4

@h!t is the i3p!ct of or&!ni!tion!l co33it3ent on e3ployee turnoverL

@h!t is the i3p!ct of (6O,) on e3ployee turnoverL

s or&!ni!tion!l 5ustice helpful in s!tisfyin& the e3ployees !nd reducin& turnoverL

2/ LITERATURE REVIEW2/1 EMPLOYEE TURNOVER INTENTION

=heory !nd e3piric!l outco3e both specify th!t 5ob s!tisf!ction pl!ys !n i3port!nt role in e;pl!inin& intention to uit (#riffeth et !l% E***) !nd e3ployee

turnover (e& Bluedorn% HE) "tudy by ,hen et !l (E**H) !nd Dur!isin&!3 et !l (E**) concluded there is ! well-est!blished ne&!tive connection between 5ob

s!tisf!ction !nd turnover (Mc,ulloch !nd =urb!n% E**I #riffeth et !l% E*** .!yes et !l% E**F 6ee !nd Rwi&e3!% E**I)

6o&ic!lly% &ivin& up precedes intent to uit Meyer !nd =ett (0) found th!t re!son to &ive up w!s si&nific!ntly !nd ne&!tively rel!ted to 5ob s!tisf!ction =he

two 3ost cited 3et!-!n!lysts on re!sons !nd lin> of turnover% =uttle !nd ,otton (HF) !nd #riffeth et !l (E***)% both reve!led% ! 3oder!te to stron&

rel!tionship between 5ob s!tisf!ction !nd turnover @hile =uttle !nd ,otton !nd (HF) reco33ended ! consider!ble ne&!tive rel!tionship between s!tisf!ction

with turnover !nd p!y% #riffeth et !l (E***) l!ter only found ! we!> ne&!tive rel!tionship between the two

One possible e;pl!n!tion for the difference in the withdr!w!l beh!vior is individu!l perception of people !bout different cultur!l principles is th!t wh!t it 3e!nsto be !n individu!l in ! p!rticul!r culture !nd for th!t c!use &ives us the w!ys of !ssessin& !nd ev!lu!tin& 3!n!&eri!l pr!ctices in connected to their level of

content3ent !nd 3otiv!tion which in return !ffects e3ployee7 beh!viors !nd !ttitudes =o !ssess the re!son of 5ob s!tisf!ction on e3ployee turnover intention

in order to !chieve ! hint of the &ener!lity of the hypothesied ne&!tive !ffili!tion between s!tisf!ction !nd turnover is therefore the ide! of this study

M!ny studies support the ne&!tive rel!tionship between e3ployee turnover !nd 5ob s!tisf!ction 6!3 et !l (E**)% for e;!3ple% when we study 3!n!&eri!l 5ob

s!tisf!ction !nd turnover intention we co3e to the result th!t when the 5ob s!tisf!ction is hi&h e3ployee turnover intention will be low

n forec!stin& both% 5ob s!tisf!ction !nd turnover intention or&!ni!tion!l co33it3ent pl!ys !n i3port!nt role =herefore (@on& et !l% E**)% st!tes the

!r&u3ent is c!rried th!t cultur!l or tr!dition!l v!lues (loy!lty !nd person!l networ>s) still pl!y !n essenti!l role in persu!din& !nd enh!ncin& e3ployee wor>-

rel!ted !ttitudes !nd beh!viors

2/2 ORGANIZATIONAL COMMITMENT

=he stren&th of feelin&s of responsibilities th!t !n e3ployee h!s on the w!y to the 3ission of the or&!ni!tion is >nown !s Or&!ni!tion!l co33it3entG

As (Meyer !nd Allen ) describes% co33it3ent consists of three !spects which !re ""$'!$, *#0!$ *+ '*!**'$ '00!0$*! =he rel!tive stren&th

of !n individu!l7s identific!tion with !nd dedic!tion to !n or&!ni!tion is e;pl!ined !s Affective or&!ni!tion co33it3ent

Affective co33it3ent is ch!r!cteried into three !spects4 =he !ccept!nce of or&!ni!tion!l &o!ls !nd v!lues% the willin&ness to e;ert effort on beh!lf of the

or&!ni!tion !nd the intention to st!y in the or&!ni!tion (Mc,!ul et !l 1)

,ontinu!nce co33it3ents is the co33it3ent e3ployee7s e;periences tow!rds the or&!ni!tion bec!use of invest3ent they h!ve 3!de or bec!use of costs!ssoci!ted with le!vin& the or&!ni!tion (Dipboye et !l% +)

,o33it3ent7s feelin& to re3!in in the or&!ni!tion is described !s 'or3!tive ,o33it3ent ,o33on ob5ect !bout these di3ensions is th!t they !ll !re si&n of

to the de&ree to which e3ployees !re willin& to re3!in in the or&!ni!tion @e !dopted these three !spects bec!use they !re surrounded ne!r to our study !s it

is !lso often used in the definin& or&!ni!tion!l co33it3ent


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Prior rese!rches indic!te there is ! lot of involve3ent between or&!ni!tion!l co33it3ent !nd 5ob s!tisf!ction concept (=ett !nd Meyer 0%I "!&ie

H Dipboye et !l +) .owever the two wor> thou&hts !re re&!rded !s sep!r!te construction(Price !nd Russell% HH) Referrin& to !n e3otion!l st!te of

3ind th!t reflect !n !ffective re!ction to the 5ob !nd the wor> situ!tion is Job "!tisf!ction% while the focus of or&!ni!tion co33it3ent is on ! 3ore univers!l

re!ction(e3otion!l or non-e3otion!l) to the whole or&!ni!tion (Russell !nd price %HH 6!nce $!r>!s !nd =etric>%H Dipboye et !l%+)

H14 Or&!ni!tion!l co33it3ent is positively rel!ted to 5ob s!tisf!ction

2/ LOCUS OF CONTROL LOC.

(Rotter FF) describes 6O, !s it deter3ines !n individu!l7s e;pect!tions for either the need for intern!l or e;tern!l control of stren&thenin&G

As one fe!ture of person!lity% ! person7s e;pect!tions for both the need for intern!l or e;tern!l control of reinforce3ent is 3e!sured by 6O, Persons with low

6O, score h!ve !n intern!l (6O,) !nd consider th!t their own perfor3!nce% !bility% or !ttributes decide the return th!t they !chieve ndividu!ls with ! hi&h (6O,)

score h!ve !n e;tern!l (6O,) !nd believe th!t whether they receive rew!rds in life is &ener!lly outside of their control (Rotter FF) "pecific!lly% studies h!ve

identified ! cont!ct between locus of control !nd 5ob stress% 5ob perfor3!nce !nd 5ob s!tisf!ction (R!hi3% D!niels < #uppy)(6O,) is !n si&nific!nt interpreter of Job "!tisf!ction Person7s report hi&her levels of 5ob s!tisf!ction h!vin& intern!l (6O,) An incre!se in 5ob s!tisf!ction le!ds to

e3ployee s!tisf!ction% which is supple3ent!ry ! >ey which !dds !n incre!se in e3ployee productivity !nd perfor3!nce

H24 :3ployees with intern!l (6O,) would report hi&h 5ob s!tisf!ction th!n those with e;tern!l (6O,)

2/# ORGANIZATIONAL JUSTICE

#reenber& (HF) introduced or&!ni!tion!l 5ustice with view to how !n e3ployee 5ud&es the 3!nners of the or&!ni!tion% their resultin& !ttitude !nd beh!vior

th!t co3es fro3 this

Moreover% in * he e;pl!ins th!t the word or&!ni!tion!l 5ustice involves where f!irness is bein& considered in the or&!ni!tion

=here !re p!rticul!rly three types of 5ustice in which hu3!n bein&s !re interested in !ccordin& to the liter!ture $irst is the one who de!ls not 5ust with the

perceived f!irness of the outco3es or !lloc!tions th!t individu!ls in or&!ni!tions receive but !lso with @h!t the decisions !reG which is the distributed 5ustice

(,rop!n!n !nd $ol&er H) "econd is procedur!l 5ustice% which de!ls with the f!irness of process used to decide outco3es !nd !ddresses f!irness issues

re&!rdin& the 3ech!nis3s !nd 3ethods !nd process used to decide those outco3es (,rop!n!n !nd $ol&er H) Procedur!l 5ustice refers to the process of

f!irness or how decisions !re 3!deG ("!rfied-B!ldwin !nd =!n& F) nter!ction!l 5ustice is the third type which cle!rs !bout the f!irness of the interperson!l

beh!vior !nd co33unic!tion th!t they received ( A3brose et !l% E**E%)

t is i3port!nt to st!te th!t inter!ction!l 5ustice focuses how proper !&ents of the or&!ni!tion tre!t those who !re sub5ect to their !uthority decision !nd

!ctions (Obb et !l 1)H4 Or&!ni!tion!l 5ustice is positively rel!ted to 5ob s!tisf!ction

2/" EMPLOYEE JOB SATISFACTION

("pector I) st!ted% :3ployee Job "!tisf!ction is rel!ted to how people thin>% feel !nd perceive their 5obs (,h!n& ) st!tes th!t it is bro!dly used in the

field of hu3!n resources e;p!nsion where it is believed th!t e3ployee reports s!tisf!ction with intrinsic !nd e;trinsic !spects of 5ob =he s!tisfyin& e3otion!l

situ!tion resultin& fro3 !ppr!is!l of one7s 5ob or 5ob e;perience is Job "!tisf!ction (6oc>e IF) Accordin& to (R!iney I)% Job s!tisf!ction is 3ostly studied

v!ri!ble in or&!ni!tion!l study which is rel!ted th!t how people feel !bout their 5ob !nd different !spects of their 5ob t is re!lly e;tent to which people li>e or

disli>e their 5ob ("pector I)

H#4 Job s!tisf!ction h!s ! ne&!tive rel!tionship with turnover intention

PROPOSED MODEL

/ RESEARCH METHODOLOGY=he current rese!rch is descriptive in its n!ture =he 3!in ob5ective of this >ind of rese!rch is to illustr!te the d!t! !nd ch!r!cteristics7 re&!rdin& wh!t is bein&

studied =he study of the e;istin& cert!in h!ppenin& is described !s descriptive rese!rch Descriptive rese!rchers !re those rese!rches th!t describe the e;istin&

Organizational Commitment

Locus of Control

Organizational Justice

J8 S034-0;348 TurnoverIntention

Affective Commitment

Normative Commitment

Continuance Commitment

Procedural Justice

Distributive Justice

Interactional Justice


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situ!tion inste!d of interpretin& !nd 3!>in& 5ud&3ents (,reswell% +)=his type of rese!rch provides infor3!tion !bout the current scen!rio !nd focus on p!st

or present for e;!3ple u!lity of life in ! co33unity or custo3er !ttitudes tow!rds !ny

/1/ SAMPLE@DATA

=he current study utilies the convenience s!3plin& which is ! non-prob!bility s!3plin& 3ethod in which those sub5ects !re chosen bec!use of their !ccessibility

!nd closeness to the rese!rcher ,onvenience s!3plin& is used nor3!lly for collectin& ! l!r&e nu3ber of co3pleted surveys speedily !nd with econo3y

@e select these s!3ple 3e3bers fro3 different or&!ni!tion in B!h!w!lpur% P!>ist!n =wo 3!in clusters will t!r&et to collect the s!3ple d!t! li>e te!chers !nd

wor>in& profession!ls =he selection of te!chers !nd wor>in& profession!ls !re b!sed on the previous results of the studies on 5ob s!tisf!ction

/2 INSTRUMENT AND MEASURES

=he survey instru3ent of the current study !ddress two 3!5or purposes4 $irst purpose is to !n!lye the rel!tionship of different v!ri!bles in 5ob s!tisf!ction And

the second is to collect infor3!tion !bout the different ch!r!cteristics of the respondents th!t c!n be used to underst!nd the v!ri!tions in different c!te&ories

=he survey instru3ent cont!ins two sections "ection includes different person!l !nd de3o&r!phic v!ri!bles =his section will obt!in the respondent7sinfor3!tion !bout &ender% !&e% inco3e% educ!tion% st!tus

"ection E includes the l!tent v!ri!bles th!t !re i3port!nt in the current studies =hese v!ri!bles includes locus of control% or&!ni!tion!l co33it3ent%

or&!ni!tion!l 5ustice% !nd turnover intention tow!rds 5ob s!tisf!ction =his p!rt of the study is developed b!sed on the p!st liter!ture !nd !lre!dy used

uestionn!ires

=he sc!les of the study were !dopted fro3 the previous liter!ture !nd published studied =he first v!ri!ble of the study% which is 6ocus of ,ontrol% h!s I ite3s

!nd these were t!>en fro3 (,r!i&% A R% $r!n>lin% J A% < Andrews% # (H+) B#!%( J#*l " M$+'l P%3'(l13, ;en fro3 (Meyer !nd Allen% ) =hird v!ri!ble is

Or&!ni!tion!l Justice which is !lso further subdivided into three ite3s which !re D+t",*t!e -*+tce h!vin& four ite3s P"'ce.*"$( -*+tceh!vin& five ite3s !nd

these !re t!>en fro3 I%te"$ct'%$( -*+tceh!vin& nine ite3s $ourth v!ri!ble is Job "!tisf!ction h!vin& three ite3s which !re t!>en fro3 (.!c>3!n !nd Oldh!3%

I1) !nd fifth v!ri!ble is =urnover ntention h!vin& four ite3s% which !re t!>en fro3 ("e!shore $! l., HE)

'o 9!ri!ble te3s References

6ocus of control c!n !nticip!te difficulties !nd t!>e !ction to !void the3

E A &re!t de!l of wh!t h!ppens to 3e is prob!bly 5ust ! 3!tter of ch!nce

0 :veryone >nows th!t luc> or ch!nce deter3ine one7s future

+ c!n control 3y proble3(s) only if h!ve outside support

1 @hen 3!>e pl!ns% !3 !l3ost cert!in th!t c!n 3!>e the3 wor>

F My proble3(s) will do3in!te 3e !ll 3y life

I My 3ist!>es !nd proble3s !re 3y responsibility to de!l with

H Beco3in& ! success is ! 3!tter of h!rd wor>% luc> h!s little or nothin& to do with it

My life is controlled by outside !ctions !nd events

* People !re victi3s of circu3st!nce beyond their control

=o continu!lly 3!n!&e 3y proble3s need profession!l help

E @hen !3 under stress% the ti&htness in 3y 3uscles is due to thin&s outside 3y

control

0 believe ! person c!n re!lly be ! 3!ster of his f!te

+ t is i3possible to control 3y irre&ul!r !nd f!st bre!thin& when !3 h!vin& difficulties

1 underst!nd why 3y proble3(s) v!ries so 3uch for3 one occ!sion to the ne;t

F !3 confident of bein& !ble to de!l successfully with future proble3s

I n 3y c!se 3!int!inin& control over 3y proble3(s) is due 3ostly to luc>

C04=, A/ R/, F0>4, J/ A/, &

A6-, G/ 1()#./

E Or&!ni!tion!l

co33it3ent

A6;346 O=0403480> C85543563

1/ do not feel li>e p!rt of the f!3ilyG !t the or&!ni!tion

2/ =he or&!ni!tion h!s ! &re!t de!l of person!l 3e!nin& for 3e

/ do not feel e3otion!lly !tt!chedG to the or&!ni!tion

#/ feel ! stron& sense of belon&in& to the or&!ni!tion

N850346 C85543563:

1/ would feel &uilty if left this hospit!l now

2/ :ven if it w!s to 3y !dv!nt!&e% do not feel it would be ri&ht to le!ve this

or&!ni!tion

/ =his or&!ni!tion l deserves 3y loy!lty

#/ would not le!ve this hospit!l ri&ht now bec!use h!ve ! sense of obli&!tion to the

people in it

"/ owe ! &re!t de!l to this or&!ni!tionC8340;6 C85543563:

1/ t would be very h!rd for 3e to le!ve this hospit!l ri&ht now% even if w!nted to

2/ =here would be too 3!ny disruptions in 3y life if decided w!nted to le!ve this

hospit!l now

/ feel th!t h!ve too few options to consider le!vin& this hospit!l

M66 0 A>>6, 1((1.:

0 Or&!ni!tion!l Justice

D4-34346 J-34;6:

M wor> schedule is f!ir

E thin> th!t 3y level of p!y is f!ir

0 consider 3y wor>lo!d f!ir

+ Over!ll% the rew!rds receive here !re uite f!ir

"/ feel th!t 3y 5ob responsibilities !re f!ir

P8;60> J-34;6:

Job decisions !re 3!de by the 3!n!&er in !n unbi!sed 3!nner

E My 3!n!&er 3!>es sure th!t !ll e3ployee concerns !re he!rd before 5ob decisions !re

3!de0 =o 3!>e 5ob decisions 3y 3!n!&er cl!rifies decisions !nd provides !ddition!l

infor3!tion when reuested by the e3ployee

+ All 5ob decisions !re !pplied consistently !cross !ll !ffected

"/ :3ployees !re !llowed to ch!llen&e or !ppe!l 5ob decisions 3!de by the 3!n!&er


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/ PROCEDURE

=he uestionn!ire w!s distributed !3on& 1* respondents in B!h!w!lpur =hese respondents !re selected b!sed on the criteri! !bove 3entioned Before &ivin&

the uestionn!ire% the purpose of study !nd uestions were e;pl!ined to the respondents so they c!n e!sily fill the uestionn!ire with relev!nt responses A

tot!l of 1* uestionn!ires were selected !nd rest of the uestionn!ires w!s not included in the further !n!lysis due to l!c> of responses After collectin& the

co3pleted uestionn!ires %these uestionn!ire were coded !nd entered into "P"" sheet for re&ression !n!lysis

/#/ RELIABILITY

Over!ll cronb!ch7s !lph! of Job "!tisf!ction uestionn!ire ite3s were =his shows th!t !ll the EI ite3s were reli!ble !nd v!lid to 3e!sure the opinions of

consu3ers tow!rds Job "!tisf!ction

TABLE 2: RELIABILITY OF MEASUREMENTS INSTRUMENT

"c!les te3s ,ronb!ch Alph!

6ocus of ,ontrol

Or&!ni!tion!l ,o33it3ent

Or&!ni!tion!l Justice

Job "!tisf!ction

=urnover ntention

I

E

0

+

*FEF

*IE

*HI

*IF0

*F+F

#/ RESULTS AND ANALYSIS#/1/ PROFILE OF THE RESPONDENTS

Person!l !nd de3o&r!phic infor3!tion such !s &ender% !&e% inco3e% educ!tion level !nd st!tus of the e3ployees !re presented in the followin& t!ble

C036=8 F66; P6;630=6

V040>6

#ender M!le

$e3!le

11

F1

+1H

1+E

A&e 1-E* 2e!rs

E*-E1 2e!rs

E1-0* 2e!rs

0*-01 2e!rs

01-+* 2e!rs

Above +* 2e!rs

+

1I

EE

E

0

E

I

+I1

H0

**

E1

**

nco3e Below 1***1***-E1***

E1***-01***

01***+1***

+1***-11***

Above 11***

+00

E

H

1

01HE1H

**

FI

E

E1

:duc!tion M!tricul!tion

nter

B!chelor

M!ster

M"/MPhill

P.D

-

0

I*

I

-

H

E1H

1H0

+E

H

"t!tus "tudent

:3ployed

8ne3ployed

Business3!n.ousewife

1

+

-

-

+E

1*

-

H-

I360;3480> J-34;6:

1/ @hen decisions !re 3!de !bout 3y 5ob% the 3!n!&er tre!ts 3e with >indness !nd

consider!tion

2/ @hen decisions !re 3!de !bout 3y 5ob% the 3!n!&er tre!ts 3e with respect !nd

di&nity

/ @hen decisions !re 3!de !bout 3y 5ob% the 3!n!&er is sensitive to 3y person!l

needs

#/ @hen decisions !re 3!de !bout 3y 5ob% the 3!n!&er de!ls with 3e in ! truthful

3!nner

"/ @hen decisions !re 3!de !bout 3y 5ob% the 3!n!&er shows concern for 3y ri&hts !s

!n e3ployee'/ ,oncernin& decisions 3!de !bout 3y 5ob% the 3!n!&er discusses the i3plic!tions of

the decisions with 3e

7/ =he 3!n!&er offers !deu!te 5ustific!tion for decisions 3!de !bout 3y 5ob

)/ @hen 3!>in& decisions !bout 3y 5ob% the 3!n!&er offers e;pl!n!tions th!t 3!>e

sense to 3e

(/ My 3!n!&er e;pl!ins very cle!rly !ny decision 3!de !bout 3y 5ob

+ Job "!tisf!ction 2ou !re s!tisfied with your 5ob

E 2our wor> environ3ent is ple!s!nt0 2ou !re e;tre3ely &l!d th!t you chose this co3p!ny to wor> for% over other

or&!ni!tions

(.!c>3!n !nd Oldh!3%I1)

1 =urnover ntention 2ou !re very li>ely to st!y in this co3p!ny for the ne;t five ye!rs

E $or you% it

0 $or you this co3p!ny is the best of !l l possible or&!ni!tions to wor> for+ 2ou will not &ive up this co3p!ny e!sily

1 2ou seldo3 he!r !bout or !re e;posed to 5obs outside your co3p!ny th!t interest you

("e!shore $! l., HE)


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#/2/ HYPOTHESIS TESTING

#/2/1/ ORGANIZATIONAL JUSTICE, LOCUS OF CONTROL, ORGANIZATIONAL COMMITMENT AND JOB SATISFACTION

Accordin& to the outco3e of the study% !ll of the three v!ri!bles of Or&!ni!tion!l ,o33it3ent% 6ocus of ,ontrol !nd Or&!ni!tion!l Justice h!ve ! si&nific!nt

positive rel!tionship with 5ob s!tisf!ction P!rticul!rly% Or&!ni!tion!l Justice h!s ! si&nific!nt positive rel!tionship with 5ob s!tisf!ction with (N11) !nd (Q

****) =h!t 3e!ns or&!ni!tion!l 5ustice contributes 3ore th!n 11 to 5ob s!tisf!ction n !ddition% Or&!ni!tion!l ,o33it3ent !lso h!s ! positive rel!tionship

with 5ob s!tisf!ction with (N*E*) !nd (***0) =h!t 3e!ns Or&!ni!tion!l ,o33it3ent contribute 3ore th!n E* to 5ob s!tisf!ction 6ocus of ,ontrol

contribute 3ore th!n to 5ob s!tisf!ction with (N) !nd (**+)

#/2/2/ JOB SATISFACTION WITH TURNOVER INTENTION

Job s!tisf!ction h!s ! ne&!tive rel!tionship with =urnover ntention with (N-+I*) !nd (***) =h!t 3e!ns 5ob s!tisf!ction contributes 3ore th!n 10 in

reducin& the =urnover ntension of the e3ployees of the or&!ni!tion =he 3ore s!tisfied !re the e3ployees with their 5obs the less would be the =urnover

ntention =he re&ression results of Job "!tisf!ction with =urnover ntention !lso shows ! ne&!tive rel!tionship with (N-+I*) !nd ( ***)#// REGRESSION RESULTS

H M86> V040>6- K S/E C/R P R6->3-

H1 Job "!tisf!ction Or&!ni!tion!l ,o33it3ent E* *FI 0*F **0 "upported

H2 Job "!tisf!ction 6ocus of ,ontrol *HE EF+ **+ "upported

H Job "!tisf!ction Or&!ni!tion!l Justice 11 *F H0* *** "upported

H# =urnover ntention Job "!tisf!ction -+I* *0 -1II *** 'ot supported

#/#/ STRUCTURAL MODEL RESULTS

(.)(NE*)

RE F0I R

EEE

(.E)(S) (.+) (N+I*)

(.0)(N11)

"/ DISCUSSION

=he ide! of this study is to study the rel!tionship between Job "!tisf!ction !nd =urnover ntention !nd to e;!3ine the i3p!ct of both on or&!ni!tion!l success=his study e;!3ines the different f!ctors of or&!ni!tion% which !ffects the Job "!tisf!ction Tu!lit!tive rese!rch 3ethodolo&y w!s used in this &roup study "elf-

!d3inistered uestionn!ire w!s used to collect d!t!

=here is ! hi&h si&nific!nt lin> between Or&!ni!tion!l ,o33it3ent !nd Job "!tisf!ction previous studies h!s confir3ed th!t (Meyer% 0 =ett !nd Meyer%

I Dipboye et !l% +) B!sed on the result of current study% the or&!ni!tion!l co33it3ent !re i3port!nt for the enh!ncin& the f!vor!ble !ttitude of the

e3ployees tow!rds the 5ob s!tisf!ction f e3ployees !re 3ore co33itted with their 5ob% the level of 5ob s!tisf!ction is incre!sed ,urrent study !lso finds !

si&nific!nt positive rel!tionship between Job "!tisf!ction or&!ni!tion co33it3ents =his study is consistent with the previous studies th!t hi&h or&!ni!tion

co33it3ent the results in hi&h 5ob s!tisf!ction :very ch!r!cteristic of or&!ni!tion!l co33it3ent rel!tes ! lot !3on& 5ob s!tisf!ction which does not 3e!n th!t

!n !spect of or&!ni!tion!l co33it3ent does not 3oder!te the connection between Job "!tisf!ction !nd =urnover ntention 'or3!tive co33it3ent

te3per!te the rel!tionship between 5ob s!tisf!ction !nd turnover intention fro3 the results we conclude :ven the s!3ple sie of our study is not 3uch l!r&e%

the effect bec!3e consider!ble "i3il!rly% the rel!tionship between Job "!tisf!ction !nd =urnover ntention is hi&h for low or&!ni!tion co33it3ent !s co3p!re

for hi&h or&!ni!tion co33it3ent n !ddition% to e;plore the Perfor3!nce Appr!is!l ele3ents th!t rel!tes to or&!ni!tion!l 5ustice is the ide! of this rese!rch

=he !chieve3ent of !ppr!is!l syste3s 3!y well depend on r!tes% perception of f!irness !s supported by J!w!h!r (E**I) Rese!rch on Perfor3!nce Appr!is!l

focuses on the lin> between e3ployee s!tisf!ction !nd perceived purpose

$ro3 the result of the current study% we observe th!t there is !n i3port!nt connection between the three types of 5ustice !nd s!tisf!ction :3ployee

s!tisf!ction is positive lin>ed to procedur!l 5ustice @e find well-built rel!tionship between distributive 5ustice !nd s!tisf!ction Re&!rdin& s!tisf!ction we !lsofind th!t it is positively lin>ed to distributive 5ustice Previous studies shows th!t s!tisf!ction with r!tin&s is only rel!ted to distributive 5ustice (J!w!h!r% E**I

"weeney !nd Mc$!rlin% 0 ,oluitt $! l% E**) t 3!y be th!t !n i3port!nt p!rt of the popul!tion of our s!3ple reve!ls on th!t if the procedure used for

Perfor3!nce Appr!is!l is f!ir% the prob!bility of ! f!irness will incre!se% utili!tion of the Perfor3!nce Appr!is!l results in f!ctors li>e co3pens!tion !nd

pro3otion for or&!ni!tion!l purpose @e find only positive rel!tionship !3on& inter!ction!l 5ustice !nd s!tisf!ction to ! cert!in e;tent @e found !

rel!tionship between the procedur!l 5ustice !nd s!tisf!ction with feedb!c>% confir3in& with previous rese!rch ("weeney !nd Mc$!rlin% 0 J!w!h!r% E**I)

@e !lso find ! positive rel!tionship between distributive 5ustice !nd s!tisf!ction with response% which verify e!rlier findin&s =his si&nifies the i3port!nce of

e;pl!inin& the Perfor3!nce Appr!is!l result !nd response !s well !s si&nific!nce of individu!l in or&!ni!tions

Another !ntecedent of Job "!tisf!ction !nd =urnover ntention is 6O, which 3e!sures !n individu!l7s hope for either the need for intern!l or e;tern!l control of

reinforce3ent !s one !spect of person!lity (Rotter% F)As st!ted byG ($irth et !l% E**+)% the e;tent to which people believe they or e;tern!l f!ctors% such !s

ch!nce !nd powerful others% !re in control of the !ctions th!t influence their lives Previously 6O, w!s conceptu!lied !s one-di3ension!l !s ntern!l or :;tern!l

but the sc!le w!s revised !nd :;tern!ls !re further cl!ssified into two c!te&ories (6evenson% I+) =hese c!te&ories were Powerful Others (PO) !nd ch!nce

(,6O,) Powerful other believes th!t the powerful people in the world control the others !nd the world is ordered @hile ch!nce e;tern!ls believe th!t% the non-

hu3!n f!ctors control the events such !s ch!nce or f!te !nd the world is unordered (6evenson% I+)

n the current study% intern!l locus of control verifies to be !n i3port!nt indic!tion to Job "!tisf!ction !nd =urnover ntention Previous studies su&&est th!t

people with intern!l locus of control !re !ble to effectively de!l with proble3s% 3ore co&nitively !ble% 3otiv!ted !nd prone to le!rnin& new thin&s !s co3p!red

to individu!ls h!vin& e;tern!l locus of control (.ow!rd% F) =hus% !ccordin& to the results of the study intern!l locus of control is ! 3!5or person!lity tr!it th!t

influences the perception of =urnover ntention !nd Job "!tisf!ction of the e3ployees (M!rtin et !l% E**1) st!ted th!t ! nu3ber of studies h!ve been conducted

on types of 6O, !nd its i3p!ct on such 5ob !spect !s stress% s!tisf!ction% or&!ni!tion!l 5ustice !nd co33it3ent :3ployees with intern!l 6O, reported hi&h 5ob

s!tisf!ction th!n with e;tern!l 6O, Respondents reported hi&her levels of 5ob s!tisf!ction !nd 5ob perfor3!nce th!t h!d !n intern!l 6O, !nd reco&nied lesser

O=0403480>

C85543563

L8;- 8

C838>

O=0403480>

J-34;6

J8 S034-0;348 T86

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levels of 5ob stress B!sed on individu!l responses% the result indic!tes th!t low perfor3!nce fir3s prob!bly h!ve 3ore e;tern!l 6O, individu!ls th!n hi&h

perfor3!nce fir3s .i&h perfor3!nce fir3s h!ve intern!l 6O, =he 3!inly considered 5ob-rel!ted !ntecedent of turnover h!s been 5ob s!tisf!ction =he 5ob

s!tisf!ction is essenti!l in e;pl!inin& e3ployee turnover (Bluedorn% HE) !nd intention to uit (#riffeth et !l% E***)

=here !re two 3!5or issues concernin& 5ob s!tisf!ction !nd turnover% first is th!t the i3p!ct of 5ob s!tisf!ction on e3ployee turnover !s turnover is p!rticul!rly

!cute while e;perience is !n essenti!l reuire3ent for successful perfor3!nce !nd repl!ce3ent is costly (Al!s% E**H) =here is deep-rooted ne&!tive lin>

between 5ob s!tisf!ction !nd e3ployee turnover =he second !ffect th!t is concernin& is th!t the potenti!l effect of occup!tion!l level on 5ob s!tisf!ction%

turnover intention !nd the 5ob s!tisf!ction-turnover ob5ective rel!tionship t represents th!t s!tisf!ction 3!y be the !nswer to proble3 of turnover Other

f!ctors !lso include such !s level of occup!tion% the condition of l!bor 3!r>et% wor>er7s !&e% fin!nci!l t!s>s !ll !dd to turnover decisions .erber& (F) !nd

,le&& (H0) h!d found th!t 5ob s!tisf!ction is one of those v!ri!bles h!vin& the stron&ly ero-order rel!tionship to turnover

'/ LIMITATIONS AND FUTURE RESEARCH=his study h!s constr!int th!t it c!nnot be widespre!d !s it is b!sed on the responses fro3 ! p!rticul!r re&ion Rel!tive study to >now the differences in the

!ssess3ent of 5ob s!tisf!ction of the e3ployees wor>in& in different or&!ni!tions in v!rious &eo&r!phic!l !re!s is in pro&ress n% !ddition% the replic!tion of this

type of rese!rch in other countries would help est!blish the &ener!li!bility of these findin&s for e3ployees !nd or&!ni!tions

7/ REFERENCES Al!s% R (E**H)% Attitudes !nd v!lues in ,hinese 3!nuf!cturin& co3p!nies4 ! co3p!rison with J!p!nese% "outh ?ore!n !nd .on& ?on& co3p!niesG%

,hinese M!n!&e3ent "tudies% 9ol E 'o % pp 0E-1

E A3brose% M 6 (E**E) ,onte3por!ry 5ustice rese!rch4 A new loo> !t f!3ili!r uestions Or&!ni!tion!l Beh!vior !nd .u3!n Decision Processes% H% H*0-

HE

0 Bluedorn% A, (HE)% =he =heories of =urnover4 ,!uses% :ffects% !nd Me!nin&% JA Press% #reenwich% ,=

+ ,h!n&% : ()% K,!reer co33it3ent !s ! co3ple; 3oder!tor of or&!ni!tion!l co33it3ent !nd turnover intentionK% .u3!n Rel!tions% 9ol 1E 'o*%

ppE1I-IH

1 ,hen% .,% ,hu% ,% @!n&% 2. !nd 6in% 6, (E**H)% =urnover f!ctors revisited4 ! lon&itudin!l study of =!iw!n-b!sed st!ff nursesG% ntern!tion!l Journ!l of

'ursin& "tudies% 9ol +1 'o E% pp EII-H1

F ,le&&% ,@ (H0)% Psycholo&y of e3ployee l!teness% !bsence !nd turnover4 ! 3ethodolo&ic!l critiue !nd !n e3piric!l studyG% Journ!l of Applied

Psycholo&y% 9ol FH 'o % pp HH-*

I ,obb% A =% @ooten% ? ,% < $ol&er% R 1 Justice in the 3!>in&4 =ow!rd underst!ndin& the theory !nd pr!ctice of 5ustice in or&!ni!tion!l ch!n&e !nddevelop3ent Rese!rch in Or&!ni!tion!l ,h!n&e !nd Develop3ent% H4 E+0E1

H ,oluitt% JA (E**) On the di3ension!lity of or&!ni!tion!l 5ustice4 A construct v!lid!tion of ! 3e!sure Journ!l of Applied Psycholo&y% HF% 0HF-+**

,otton% J !nd =uttle% J (HF)% :3ployee turnover4 ! 3et!-!n!lysis !nd review with i3plic!tion for rese!rchG% Ac!de3y of M!n!&e3ent Review% 9ol 'o % pp 11-I*

* ,r!i&% A R% $r!n>lin% J A% < Andrews% # (H+) British Journ!l of Medic!l Psycholo&y% 1I% I0-H*) ,reswell% J @ (+) Rese!rch desi&n4 Tu!lit!tive !nd u!ntit!tive !ppro!ches =hous!nd O!>s% ,A4 "A#: Public!tions

E ,rop!n!no% R% Preh!r% , A% < ,hen% P 2 (E**E) 8sin& soci!l e;ch!n&e theory to distin&uish procedur!l fro3 inter!ction!l 5ustice #roup !nd

Or&!ni!tion!l M!n!&e3ent% EI% 0E+01

0 D!niels% ? !nd #uppy% A (+)% Occup!tion!l stress% soci!l support% 5ob control !nd psycholo&ic!l well-bein&G .u3!n Rel!tions% 9ol +I 'oE% pp1E0-

++

+ Dipboye% 8nderst!ndin& !n industri!l !nd inte&r!ted or&!ni!tion!l !ppro!ch psycholo&y% .!rcourt br!ce colle&e publishers% fort worth=U1 Dur!isin&!3% 9% Pidd% ? !nd Roche% AM (E**)% =he i3p!ct of wor> stress !nd 5ob "!tisf!ction on turnover intentions4 ! study of Austr!li!n speci!list

!lcohol !nd other dru& @or>ersG% Dru&s4 :duc!tion% Prevention !nd Policy% 9ol F 'o 0% pp EI-0

F $!r>!s% AJ !nd =etric>% 6: (H)%GA three-w!ve lon&itudin!l !n!lysis of the c!us!l orderin& of s!tisf!ction !nd co33it3ent on turnover decisionsG%Journ!l of Applied Psycholo&y% 9olF% ppH11-FH

I $irth% 6% Mellor% DJ% Moore% ?A !nd 6ouet% , (E**+)% .ow c!n 3!n!&ers reduce e3ployee intention to uitL G % Journ!l M!n!&eri!l Psycholo&y% 9ol

'os V% pp I*-HI

H $ol&er% R% < ,rop!n!no% R (H) Or&!ni!tion!l 5ustice !nd hu3!n resource 3!n!&e3ent Beverly .ills% ,A4 "!&e

#reenber&% 5 (HF) C7Deter3in!nts of perceived f!irness in perfor3!nce ev!lu!tion77% 5ourn!l of !pplied psycholo&y% volI 'o 0% pp0+*-E

E* #reenber&% 5 (*) C7Or&!ni!tion!l 5ustice4 yesterd!y% tod!y% to3orrow77% 5ourn!l of 3!n!&e3ent% volF 'oE% pp 0-+0E

E #riffeth% R@% .o3% P@ !nd #!ertner% " (E***)% A 3et!-!n!lysis of !ntecedents !nd correl!tes of e3ployee turnover4 upd!te% 3oder!tor tests% !nd

rese!rch i3plic!tions for the ne;t 3illenniu3G% Journ!l of M!n!&e3ent% 9ol EF 'o 0% pp +F0-HH

EE .!c>3!n% JR% Oldh!3% #R (I1) Develop3ent of the Job Di!&nostic "urvey Journ!l of Applied Psycholo&y% F*% 1-I*

E0 .!yes% 6J% O7Brien-P!ll!s% 6% Duffield% ,% "h!3i!n% J% Buch!n% J% .u&hes% $% 6!schin&er% .?"% 'orth% ' !nd "tone% P@ (E**F)% 'urse turnover4 !

liter!ture reviewG% ntern!tion!l Journ!l of 'ursin& "tudies% 9ol +0 'o E% pp E0I-F0

E+ .erber&% $ (F)% @or> !nd the '!ture of M!n% ,rowell Publishers% 'ew 2or>% '2

E1 .o3% P@ !nd #riffeth% R@ (1)% :3ployee =urnover% "outh-@estern% ,incinn!ti% O.

EF .ow!rd% J (F!) .ow!rd speech to 6iber!l P!rty of Austr!li! (9ictori!n Br!nch) "t!te ,ouncil Meetin&% ,!3ber well% 9ictori!% M!y FEI .ow!rd% J (Fb) Press Rele!se4 A ,urrent Aff!ir with R!y M!rtin% nterview with Pri3e Minister John .ow!rd MP E1 "epte3ber F Retrieved fro3

http4//p!rlinfoweb!ph&ov!u/piweb/viewdocu3ent!sp;LidII1i% AJ% Mc?ee-Ry!n% $M% "chrieshei3% ,A !nd ,!rson% ?P (E**E)% Assessin& the construct v!lidity of the 5ob descriptive inde;4 ! review !nd 3et!-

!n!lysisG% Journ!l of Applied Psycholo&y% 9ol HI 'o % pp +-0EO.

0E ?ir>3!n% B6 !nd "h!piro% D6 (E**)% =he i3p!ct of cultur!l v!lues on 5ob s!tisf!ction !nd or&!ni!tion!l co33it3ent in self-3!n!&in& wor> te!3s4 the

3edi!tin& role of e3ployee resist!nceG% Ac!de3y of M!n!&e3ent Journ!l% 9ol ++ 'o 0% pp 11I-F

00 6!3% =% B!u3% = !nd Pine% R (E**)% "tudy of 3!n!&eri!l 5ob s!tisf!ction in .on& ?on&7s ,hinese rest!ur!ntsG% ntern!tion!l Journ!l of ,onte3por!ry.ospit!lity M!n!&e3ent% 9ol 0 'o % pp 01-+E

0+ 6!nce% ,: ()% :v!lu!tion of ! structur!l 3odel rel!tin& 5ob s!tisf!ction% or&!ni!tion!l co33it3ent% precursors to volunt!ry turnover % Multiv!ri!te

Beh!vior!l rese!rch% 9ol% pp0I-FE

01 6ee% #J !nd Rwi&e3!% . (E**I)% Mobley revisited4 dyn!3is3 in the process of e3ployee turnoverG% ntern!tion!l Journ!l of .u3!n ResourceM!n!&e3ent% 9ol F 'o % pp FI-*

0F 6evenson% . (I+) Activis3 !nd powerful others4 distinctions within the concept of intern!l-e;tern!l control% Journ!l of Person!lity Assess3ent% 0H% 0II-0H0


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0I 6oc>e% :A (IF)% =he n!ture !nd c!uses of 5ob s!tisf!ctionG n Dunnette% M (:d)% .!ndboo> of ndustri!l !nd or&!ni!tion!l psycholo&y% R!nd Mc'!lly%

,hic!&o% 6% pp EI-0+

0H M!rtin% , 6% < (F) =he Role of 5ustice 5ud&3ent in e;pl!inin& the rel!tion between 5ob s!tisf!ction < or&!ni!tion!l co33it3ent #roup % '2

+1 R!hi3% A (F)% "tress% str!in% !nd their 3oder!tors4 !n e3piric!l co3p!rison of entrepreneurs !nd 3!n!&ersG% Journ!l of "3!ll Business M!n!&e3ent%

9ol 0+ 'o % pp +F-1H

+F R!iney% .& (I)8nderst!ndin& !nd 3!n!&in& Public Or&!ni!tions7 End :dition% Jossey-B!ss% 8"A

+I Rotter% JB (FF)% #ener!lied e;pect!tions for intern!l versus e;tern!l control of reinforce3entG% Psycholo&ic!l Mono&r!phs% 9ol H* % ppF-E++H Russell% #!ry J !nd Ruth ' Bolton W3plic!tions of M!r>et "tructure for :l!sticity "tructureK Journ!l of M!r>etin& Rese!rch E1% % EE-E+%HH

+ "!&ie% A (H)% :3ployee !bsenteeis3% or&!ni!tion!l co33it3ent !nd 5ob s!tisf!ction !nother loo>K% Journ!l of 9oc!tion!l Beh!viour% 9olE% pp1F-I

1* "e!shore% " :% 6!wler% : :% Mirvis% P% < ,!33!nn% , (HE) Observin& !nd Me!surin& Or&!ni!tion!l ,h!n&e4 A #uide to $ield Pr!ctice 'ew 2or>4 @iley

1 "pector% P:% Job s!tisf!ction4 Applic!tion% !ssess3ent% c!uses% !nd conseuences% "!&e% 6ondon% I

1E "weeney% PD% < Mc$!rlin% DB (0) @or>ers7 ev!lu!tions of the ends !nd 3e!ns4 An e;!3in!tion of four 3odels of distributive !nd procedur!l 5ustice

Or&!ni!tion!l Beh!vior !nd .u3!n Decision Processes% 11% E0-+*

10 =ett% RP !nd Meyer% JP (0)% KJob s!tisf!ction% or&!ni!tion!l co33it3ent% Person!l Psycholo&y% 9ol+F% ppE1-01+ @on&% ,"% @on&% 2=% .ui% , !nd 6!w% ?" (E**)% =he si&nific!nt role of ,hinese e3ployees7 or&!ni!tion!l co33it3ent4 i3plic!tions for 3!n!&in&

e3ployees in ,hinese societiesG% Journ!l of @orld Business% 9ol 0F 'o 0% pp 0EF-+*


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REQUEST FOR FEEDBACK

D60 R606-

At the very outset% ntern!tion!l Journ!l of Rese!rch in ,o33erce% :cono3ics !nd M!n!&e3ent (JR,M)

!c>nowled&es < !ppreci!tes your efforts in showin& interest in our present issue under your >ind perus!l

would li>e to reuest you to supply your critic!l co33ents !nd su&&estions !bout the 3!teri!l published

in this issue !s well !s on the 5ourn!l !s ! whole% on our :-3!il 48 !nd deliber!tions would 3!>e future issues better ! result of our 5oint

effort

6oo>in& forw!rd !n !ppropri!te consider!tion

@ith sincere re&!rds

=h!n>in& you profoundly

A;0654;0>> 8-

"d/-

C884038


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Ijrcm 3 Evol 3 Issue 3 Art 23