[雙語(yǔ)翻譯]員工離職人才流失外文翻譯--員工離職傾向這是人力資源失敗還是員工的更好就業(yè)機(jī)會(huì)？

1、2450 英文單詞， 英文單詞，15000 英文字符，中文 英文字符，中文 4050 字文獻(xiàn)出處： 文獻(xiàn)出處：Malik M E, Danish R Q, Munir Y. Employee’s Turnover Intentions: Is this HR Failure or Employee’s better employment opportunity[C]//International Conference on Innova

2、tion, Management and Service. 2011, 14: 326-331.Employee’s Turnover Intentions: Is this HR Failure or Employee’s better employment opportunity?Muhammad Ehsan Malik ,Rizwan Qaiser Danish, Yasin MunirAbstractAll over the g

3、lobe organizations have realized that skilled labor and technocrat people exploit the organization for better incentives. How to reduce employee’s turnover intention is a very pivotal challenge for today’s HR managers. P

4、ay better incentives and employee’s motivational techniques have been useless and old practices of the human resource management. To analyze employee’s turnover intention and its impact on organizational outcomes 277 que

5、stionnaires were distributed in hundred organizations from 5 major industries i.e. Manufacturing, Higher Education, Banking, Telecommunication and Hospitality industry of Pakistan. Two hundred complete surveys were recei

6、ved at response rate 72%. This study provides favorable results and directions for HR directors to reduce employee’s turnover intentions. Future directions and major limitations are also discussed in this study.Keywords:

7、 Turnover intention, Managerial Attitude, Job Satisfaction, Job Involvement, Working Environment,1. IntroductionManaging employee’s behavior, work schedules, performance reports, employee’s training, motivational activit

8、ies, “right person at the right place,” hiring and firing are common practices by the department of human resource management of any developed organizations. All over the globe organizations have realized that skilled la

9、bor and technocrat people exploit the organization for better pay incentives at least amount of workload because they know human resource is a big competitive advantage for the organizations. In developing countries skil

10、led labor and technocrat people are psychologically and economically kidnapped from their competitors with two plus two packages to compete the market and many times they succeeded to harness the organizations with the s

11、takeholders. Such practices encourage the employees to get better employment opportunities. How employee’s turnover intention can be reduced is a big challenge for the directors of human resource management. The objectiv

12、e of this study is to analyze the impact of job satisfaction, job involvement, job stress and organizational commitment on employee’s turnover intention. This study is an endeavor to formulate strategies for behavioral i

13、ntention of the employees towards job turnover to cope with the current pace of the world.2. Literature ReviewOrganizational culture, goal orientation and performance are predicted as career satisfaction while career sat

14、isfactiona is a prominent predictor of organizational commitment and organizational commitment is the predictor of employee’s turnover intentions [1]. Employees turnover intentions have negative and directly relationship

15、 with leadership behavior and also satisfaction as a mediated have negative impact on leadership behavior and employee’s turnover intentions [2]. Perceived service quality of employees have negatively and significantly

16、impact on employee’s turnover rate while the effect of coaching, role clarity and empowerment plays positive mediating role between perceievd service quality and employee’s turnover rate [3].H4: Strong negative associati

17、on of job involvement and employee’s turnover intension and positive association with organizational outcomes.H5: Strong negative association of communication level and employee’s turnover intension and positive associat

18、ion with organizational outcomes.H6: Strong negative association of training consistency and employee’s turnover intension and positive association with organizational outcomes.H7: Strong negative association of working

19、environment and employee’s turnover intension and positive association with organizational outcomes.H8: Strong negative association of employee’s priorities and employee’s turnover intension and positive association with

20、 organizational outcomes.3. Methodology:To analyze and conclude employee’s turnover intension and its impact on organizational outcome, a questionnaire was adopted. 277 questionnaires were distributed out of 200 complete

21、 questionnaire were received to analyze the data. These questionnaires were distributed among private and public organizations of Gujranwala, Daska and Sialkot region of Pakistan. A non probability convenient random samp

22、ling technique was used to address the responses at the rate of 72%. Questionnaire was further classified into two major sections, 1st one was Demographic section and other was subjective section.3.1 Demographic Section:

23、Demographic section of this questionnaire present information about the employee’s Gender, Age, Marital status, Sector, Industrial composition sector, Establishment size, job tenure in organization and position at which

24、they are working. Total respondent were 200 out of that 127 were male and female respondents were 73 in numbers while the age of majority of employees were in the range of 30-39 years and their frequency was 53. In marit

25、al status of the employees 127 were married rest of the employees were single. Majority employees were from private sector. Majority employees belong to education industry which is 57 in number and having cumulative perc

26、entage 84.7, while the establishment size of the majority of employees were between in the range of 100-199. Job tenure in organization of the majority of employees was in the range of 3-5 years and position at which emp

27、loyees were working, the majority of employees were at managerial / supervisory position4. Analysis and DiscussionTo determine the impact of employee’s turnover intension and its impact on organizational outcome organiza

28、tional outcomes descriptive statistics and Pearson moment correlation is applied while Cronbach’s alpha is also mention regarding each question and results are shown in table 4.1. To test the hypotheses and to determine

29、the association of each variable, Pearson’s Correlation Coefficient and descriptive statistics was determined and analyzed to compute mean and standard deviation of the variables. 5 point Likert scale was used to get the

30、 responses while Cronbach’s alpha was also computed to test the reliability of each variable as shown in table 4.1.Nine variables employee’s turnover intension, managerial attitude, job satisfaction, job involvement, com

31、munication levels, flexible work environment, training consistency, employee priorities and organizational outcomes are considered to measure employee’s turnover intension and its impact on organizational outcomes. In ta

32、ble 4.1 each variable shows mean value of the given responses that represents overall population tendency and each variable represents standard deviation which represents total variation of each respondent against each v