(Luận văn thạc sĩ) the effect of overtime working on burn out, engagement and intention to leave of manufacturing workers in vietnam

VIETNAM NATIONAL UNIVERSITY, HANOI
VIETNAM JAPAN UNIVERSITY
-----------------------

NGUYEN THI HAI YEN

THE EFFECT OF OVERTIME WORKING
ON BURN OUT, ENGAGEMENT AND
INTENTION TO LEAVE OF
MANUFACTURING WORKERS IN
VIETNAM

MASTER'S THESIS
BUSINESS ADMINISTRATION

Hanoi, 2020


VIETNAM NATIONAL UNIVERSITY, HANOI
VIETNAM JAPAN UNIVERSITY
-----------------------

NGUYEN THI HAI YEN

THE EFFECT OF OVERTIME WORKING
ON BURN OUT, ENGAGEMENT AND
INTENTION TO LEAVE OF
MANUFACTURING WORKERS IN
VIETNAM
MAJOR: MASTER OF BUSINESS ADMINISTRATION
CODE: 8340101.01

RESEARCH SUPERVISORS:
Assoc.Prof. Dr. KODO YOKOZAWA
Dr. DO XUAN TRUONG

Hanoi, 2020


ACKNOWLEDGMENT
I would like to express my deep gratitude to Dr. Do Xuan Truong and Assoc.
Pro. Dr. Kodo Yokozawa, my research supervisors, for their patient guidance,
enthusiastic encouragement and useful advice of this research work.
I would also like to thank VJU, YNU and JICA for giving me the opportunity to
study, practice and research at YNU, where there are excellent lecturers and
adequate facilities to study. My grateful thanks are also extent to other lecturers in
the MBA faculty for listening and giving me critiques to complete the research
further.
I am particularly grateful for the assistance given by Ms. Huong - MBA
program assistant, IPO office staff - YNU and volunteer support team in Japan to
prepare and support us during all presentation and follow up research as well as
study activities. I would also like to extend my thanks to Mr Hao for sharing us his
experience and also basic knowledge for doing a thesis.
Finally, I wish to thank my parents for their support and encouragement through
out my study.


ABSTRACT
In the context of controversy surrounding the issue of increasing maximum
overtime hour in Vietnam, the study was conducted to clarify the effects of
overtime on workers' intention to leave their jobs. This research aims to explain the

relationship between overtime hour, burnout, engagement and intention to leave
organization. The study was conducted by online surveys targeting workers who are
working in manufacturing companies in Vietnam. There were 465 responses, but
only 139 valid questionnaires were selected for data analysis. Results obtained from
linear and quadratic analysis have drawn conclusions about both positive and
negative roles of working overtime hour. All 6 hypotheses describing relationships
between 4 variables including working overtime hour, burnout, engagement and
intention to leave organization are accepted. There are 4 hypotheses matching result
from previous research in the Job demand resource model on the relationship
between burn out, engagement and intention to leave. In addition, the study
confirmed both the positive and negative roles of over time hour: Working overtime
hour has positive relationship with burn out which lead to negative impact on
employee well-being such as intention to leave; working overtime hour have
quadratic relationship with engagement which reduce intention to leave. The
findings may suggest managers to arrange and allocate overtime appropriately, as
well as the government to introduce overtime laws and resolve existing disputes.


Table of Contents
CHAPTER 1: INTRODUCTION ................................................................................. 1
1.1 Rationale: .......................................................................................................... 1
1.2 Research objective ............................................................................................ 3
1.3 Research scope .................................................................................................. 3
1.4 Research structure ............................................................................................. 3
CHAPTER 2: LITERATURE REVIEW ...................................................................... 5
2.1 Working overtime hour ..................................................................................... 5
2.1.1 Definition ................................................................................................. 5
2.1.2 Related Research...................................................................................... 6
2.2 Intention to leave ............................................................................................... 9
2.2.1 Definition ................................................................................................. 9

2.2.2 Related research ..................................................................................... 11
2.3 Job Demand Resource model.......................................................................... 15
2.4 Research question: ............................................................................................ 18
2.5 Hypothesis development and conceptual model. ............................................ 18
2.5.1 Hypothesis development ........................................................................ 18
2.5.2 Conceptual Model .................................................................................. 20
CHAPTER 3: RESEARCH METHODOLOGY ........................................................ 22
3.1 Research process ............................................................................................. 22
3.2 Sample design ................................................................................................. 22
3.3 Measuring........................................................................................................ 23
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CHAPTER 4: DATA ANALYSIS ............................................................................. 27
4.1 Data description .............................................................................................. 27
4.2 Reliability analysis .......................................................................................... 28
4.2. Confirmatory Factor Analysis (CFA) ............................................................ 30
4.2.1 CFA analysis of Engagement ................................................................ 30
4.2.2 CFA analysis of Burn out ...................................................................... 34
4.2.3 CFA analysis of ITL: ............................................................................. 36
4.3 Creating a representative variable:.................................................................. 38
4.4 Pearson correlation analysis ............................................................................ 38
4.5 Regression Analysis ........................................................................................ 40
4.5.1 Regression Analysis of the impact of Working overtime hour on Burn
out ................................................................................................................... 40
4.5.1 Regression Analysis of the impact of Working overtime hour on
Engagement..................................................................................................... 41
4.5.3 Regression Analysis of the impact of Engagement on Burnout ............ 43
4.5.4 Regression Analysis of the impact of Burnout on Engagement ............ 44
4.5.5 Regression Analysis of the impact of Burn out on ITL. ........................ 45

4.5.6 Regression Analysis of the impact of Engagement on ITL ................... 46
4.6 Hypothesis tested results ................................................................................. 48
CHAPTER 5: CONCLUSION AND DISCUSSION ................................................. 49
5.1 Conclusion ...................................................................................................... 49
5.2 Discussion ....................................................................................................... 50
5.3 Implication ...................................................................................................... 52
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5.4 Limitation and future research direction ......................................................... 54
REFERENCE .............................................................................................................. 55
APENDIX ................................................................................................................... 61

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LIST OF TABLES
Table 2.1: Definition of ITL ............................................................................... 10
Table 3.1: The content of measuring items ......................................................... 24
Table 3.2: Likert scale of ITL ............................................................................. 25
Table 3.3: Likert scale of Burn out and Engagement ......................................... 26
Table 4.1: Data description ................................................................................. 27
Table 4.2 Reliability analysis .............................................................................. 29
Table 4.3: KMO and Bartlett's Test of Virgo ..................................................... 31
Table 4.4: Total Variance Explained of Virgo ................................................... 31
Table 4.5: Component Matrix of Virgo (Rotated) .............................................. 31
Table 4.6 : KMO and Bartlett's Test of Dedication ............................................ 32
Table 4.7: Total Variance Explained of Dedication ........................................... 32
Table 4.8 : Component Matrix of Dedication (Rotated) ..................................... 32
Table 4.9: KMO and Bartlett's Test of Absorption ............................................. 33

Table 4.10: Total Variance Explained of Absorption ......................................... 33
Table 4.11: Component Matrix of Absorption (Rotated) ................................... 33
Table 4.12 : KMO and Bartlett's Test of Burn out.............................................. 34
Table 4.14 : Component Matrix of Burn out (Rotated) ...................................... 35
Table 4.15: Total Variance Explained of Burn out (after removing B9) ............ 35
Table 4.16: Component Matrix of Virgo (Rotated, after remove B9) ................ 36
Table 4.17: KMO and Bartlett's Test of ITL ...................................................... 36
Table 4.18 : Total Variance Explained of ITL .................................................... 37
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Table 4.19: Component Matrix of ITL (Rotated) ............................................... 37
Table 4.20: Pearson Correlation statistic ............................................................ 39
Table 4.21: Regression Analysis Summary of Working overtime hour and Burn
out…………. ................................................................................................ 40
Table 4.22: Regression Analysis Summary of the impact of Working overtime
on Engagement ............................................................................................. 42
Table 4.23: Regression Analysis Summary of impact of Engagement on Burn
out……….… ................................................................................................ 44
Table 4.24: Regression Analysis Summary of impact of Burn out on
Engagement 45
Table 4.25: Regression Analysis Summary of impact of Burn out on ITL ........ 46
Table 4.26: Regression Analysis Summary of impact of engagement on ITL ... 47
Table 4.27: Hypothesis tested results.................................................................. 48

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LIST OF FIGURES

Figure 2.1: Relationship between Human Resource Value, ESE and Employee
ITL (Tzafrir et al., 2015) ............................................................................... 11
Figure 2.2: Turnover intention model (Muliawan, 2009) ................................... 12
Figure 2.3: Model of Personality and Turnover Intention (Jeswani & Dave, 2012)
....................................................................................................................... 13
Figure 2.4: Theoretical model of turnover and INL among psychiatric nursing
personnel (Alexander, 1998)......................................................................... 14
Figure 2.5: JDR model (Bakker & Demerouti, 2007) ........................................ 16
Figure 2.6: Conceptual model ............................................................................. 20
Figure 3.1: Research Process .............................................................................. 22

LIST OF GRAPH
Graph 4.1: Linear graph of the impact of Working overtime on Burn out ............... 41
Graph 4.2: Quadratic graph of the impact of Working overtime on Engagement .... 43

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LIST OF ABBREVATIONS

CFA

Confirmatory Factor Analysis

DCM

Demand-control model

ERI

Effort-reward imbalance model

JDR

Job Demand Resource Model

ITL

Intention to leave

SPSS

Statistical Package for the Social Sciences

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CHAPTER 1: INTRODUCTION
1.1 Rationale:
During the current period of economic development, working hours of workers
are a very serious social issue. The situation that workers have to work overtime
exceeding policy is very common. Therefore, in many factories in Vietnam, there
have been many strikes of workers to claim labor rights. The last days of May 2018,
due to forced overtime 74 hours per month and having to work in an unsecured
environment, 500 garment workers in Tam Dan industrial cluster (Phu Ninh district,
Quang Nam) quit their jobs to claim benefits (Trung Kien, 2018). Many workers
reported that, fin the period of time after Lunar new year, they were forced to work
overtime from Monday to Friday, adding 3.5 hours a day, including Sundays. This
makes them extremely tired and exhausted. By the end of March 2018, nearly 4,000
workers of Yamani Dynasty Co., Ltd. located in Nam Hong Industrial Cluster (Nam

Truc District, Nam Dinh) simultaneously quit their job, asking the company's
leaders to improve the working conditions, including non-overtime work over 300
hours/year (Van Dong, 2018).
The leaving of workers greatly affect the business. The interrupted factories
and production lines cause production stagnation and significant damage.
Recruiting new workers and retraining also cause a lot of loss of time and money.
Besides, now government of Vietnam are arguing about making the rule about
maximum hour for working overtime. Some of them think that: Currently, the total
number of overtime hours of Vietnamese businesses is limited to about 300 hours much lower than that of competing countries such as Bangladesh 408 hours, China
432 hours, Indonesia 728 hours (Le, 2019). Lots of businesses also want to increase
overtime hour to be able to keep up with the work progress. Moreover, in reality,
many workers are willing to work overtime, and even look for jobs that give them
opportunity to work overtime on the grounds that they want to earn extra income.

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According to the results of the salary, income, expenditure and life survey of
employees in 2018 announced by the Vietnam General Confederation of Labor and
the Institute of Workers - Union, the basic monthly salary of employees (if they
work full time, full working days) received an average of 4.67 million dong/month.
However, workers have to spend a lot of money to ensure their life, while with
many people the fixed salary is not enough to cover their own lives and their
families so they need to work overtime and earn extra income. In addition to basic
wages (accounting for 84.4%), workers also receive overtime pay, attendance
money and other allowances, supports from businesses. With this additional amount
and basic salary, the average income of workers (excluding meals) increases to
nearly 5.53 million VND / month. Many workers have given up unstable outside
jobs to apply for jobs in industrial parks and have worked with the company for a
long time because of stable salary, having conditions to increase their income if

they work hard. On the other hand, they are regularly involved in activities to take
care of their spiritual life organized by unions. In addition to income, some people
also feel that having more overtime will reduce the time pressure to achieve the
target. Thus, Increasing maximum overtime hour is desired by both workers and
businesses.
This fact would suggests that working long hours may be the reason for factory
workers to leave. However, how that effects workers‟ decision to leave is far from
clear. Overtime working provide workers with additional income and usually at
higher pay rates. So why workers oppose overtime working and even leave? It can
be seen that may overtime is affecting the employee‟s intention to quit in both
negative and positive ways simultaneously.
So far, there have been a number of studies explaining separately the
correlation between overtime and burnout (Rupert, Hartman & Miller, 2013; Yoder,
2010; Leiter & Maslach, 1988; Maslach, Schaufeli & Leiter, 2001), employees‟
health (Johnson & Lipscomb, 2006) or overtime and satisfaction, engagement with
businesses (Watanabe & Yamauchi, 2018), that lead to leaving intention. Most of

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the above studies only looked at individual effects, either negative or positive on
employees intention to leave, but were not generalized when both had simultaneous
impacts on ITL.
This thesis investigates the effect of overtime working on Vietnamese worker‟s
intention to leave through cause-effect relationship between working overtime, burn
out, engagement and intention to leave .
1.2 Research objective
The objective of this research is to explain how working overtime will affect
employees‟ intention to leave organization.
The expected result can be implication for human resource departments or

managers to apply and organize overtime hour appropriately to retain employees
and achieve efficiency in their work for long term. The government also can refer
this information to discuss and make more reasonable rules.
1.3 Research scope
The study was conducted in Vietnam and focused on the human resources who
are workers at manufacturing companies. Currently, the issue of strikes and
turnover of workers occurs mainly in manufacturing companies, the increase in
overtime causing controversy for the government also revolves around this object.
1.4 Research structure
Chapter 1: Introduction
This chapter introduces practical motivation, social problem that have inspired
this research, research objective, research question and research scope.
Chapter 2: Literature review
This chapter introduces previous research, fundamental theory related to the
topic. This part also explains research model based on research gap and hypothesis
development.

3


Chapter 3: Research methodology
This chapter describes method to conduct research in detail, including research
process, sample design, questionnaire design, and data collection method.
Chapter 4: Data analysis
This chapter presents the data analysis steps, description of data collected, the
index results obtained when analyzing data by SPSS software. This section will also
show which hypothesis is accepted.
Chapter 5: Conclusion and discussion
This chapter draws conclusions, suggests some implications from findings of
this research. This part also discuss some limitations of this study and suggest

further search of this topic.

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CHAPTER 2: LITERATURE REVIEW
2.1 Working overtime hour
2.1.1 Definition
Pursuant to the laws of Vietnam:
According to Article 104 of Law No.10/2012/QH13 - Ministry of Labor:
Regulations on normal working hours as follows:
“ - Employers have the right to set working hours by day or week
- If it is calculated by day, the normal working time shall not exceed 8 hours
per day and 48 hours per week.
- If it is calculated by week, the average working time must not exceed 10
hours per day and not more than 48 hours in a week.
- However, the government encourages employers to implement a 40-hour
working per week”


In addition to normal working hours, it is counted as overtime

According to Article 4 of Decree No. 45/2013/ ND-CP stipulating overtime:
“- Overtime hours must not exceed 50% of normal working hours in a day
- When applying the weekly working regulations, the total number of normal
working hours and overtime hours shall not exceed 12 hours/day, 30
hours/month or 200 hours/year.
- Except for some special cases prescribed by the Government, the extra
working hours shall not exceed 300 hours per year (Example: Producing and
processing products for export of textile, garment, leather, shoes, agricultural

processing,

forestry,

fishery;

Producing,

supplying

telecommunications, oil refining; water supply and drainage, etc.”

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electricity,


2.1.2 Related Research
The problem of working time of workers occurs not only in Vietnam but
also in most economies. This issue has been of interest for a long time so there has
been some research in the past about the effects of working hours on employees.
Recently, Chiara Dall‟Ora (2016) studied about characteristics of shift work
and their impact on employee performance and well being. This research was
conducted between January and March 2015 in all sectors including health-care.
The author wanted to identify how the features of shift work that affect employee's
performance and well being . Results show that many element of shift work impact
on compromised employee's performance and well being such as: Shifts of 12 hours
or longer can cause jeopardized outcomes, there is a relationship between working
more than 40 hours per week and adverse events. Not only focusing on working
hours, but the study also exploited deeply many aspects of shift work and points out

effects of each aspect including working rotating shifts, fixed night shifts, timely
breaks, quick returns. Through this paper Chiara Dall‟Ora also studied the impact of
overtime and mentioned it as a small characteristic of shift work. His research
concludes that working overtime was related to decreased job performance.
In 2014, Stephanie Steinmetz also written paper focusing on the influence
of working-time characteristics and wages on an employee‟s intention to stay. In
this study, the author has built 3 models. In particular, the first and second models
focus on studying the individual effects of each working-time characteristics and
wage-related aspects on the intention to stay, while the third model describes the
relationship between the combination of two factors above and intention to stay.
Sampling conducted through web site surveys resulted in a large number of samples
(N = 5,323), and distribution in many countries. Author conclude that intention to
stay at a organization is negatively affected by working part-time hours, overtime
and a long commuting time with the same employer. Besides confirming the effect
of overtime, the study suggest for employer paying attention to the commuting time
factor. However, from this result, we can not claim that non-standard working hours

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increase the intention to quit. In Model 2, wage-related characteristics illustrate that
a low wage or low wage satisfaction decreases employee‟s intention to stay. When
applying the combination of 2 factors above in Model 3, the impact of them still
works. Approved relationships in model 3 also demonstrate that consideration about
working and commuting times acts as a supplement to wage satisfaction to increase
employees‟ intention to stay.
Rubery et al. (2005) explored together two issues including working time
and industrial relations. His research exploited the flexibility aspect of working
hours. The results of qualitative fieldwork in six major UK-based organizations
indicate that new working-time distribution blear the previously clear frontier

between work and non-work time and influencing the salary negotiation.
Supporting the findings of Rubery on the positive effects of the flexibility of
working time, Kelliher and Anderson (2009) offered evidence proving that who can
work with flexible time having higher levels of job satisfaction and organizational
commitment than their other colleagues. More specifically, analytical results of both
the interview and questionnaire illustrate that those who work flexibly in this study
were not only generally satisfied with both their jobs and their work-life balance but
also having committed tendencies to the organizations they are working for. Remote
workers confessed that being able to exercise autonomy about where they worked to
make them satisfied. In addition to the impact on satisfaction, interviewees who
reduced hours reported lower levels of strain than those who did not work flexibly.
This is explained that if working hours are not flexible and limited, they will be
under pressure from forcing themselves to complete the work in a short amount of
time.
Unlike previous authors, Hetty van Emmerik and Sanders (2005) had a
different approach to research on working time. Here, the author used the mismatch
between desired and actual number of hours and explores its impact on affective
commitment. Results from 266 respondents within a Dutch Ministry showed a
negative relationship between a higher mismatch of working hours and affective

7


commitment. This study also addresses the moderate role of gender and the type of
work that adjusts the level of mentioned relationship above. Specifically, for female
employees or part-time employees, the negative effect of mismatch will be shown
more strongly.
Different from above studies, Johnson and Lipscomb did not focus on the
impact of time-related issues on the organizational outcomes, but rather the impact
on workers themselves. Their research in 2006 indicated that if employer extend

working time or arrange many irregular hours, laborer easily come to stress, fatigue,
adverse health behavior and chronic outcomes such as cardiovascular and
musculoskeletal disorders.
While the study of Johnson and Lipscomb provides general conclusions
about the impact of working hours on the health and morale of employees. Later
then, there have been many studies on this relationship, but going into more detail.
Lee and Lee (2016) proved that a reduction in working hours significantly decreases
the risk of accidents and decreases the injury rate at the workplace. Their research is
quite favorable and highly reliable because the Korean government has changed the
law on working time during that time. The new law in which the standard weekly
hours were reduced from 44 to 40 has been gradually applied at different times
according to industry and facility size from 2004 to 2011. This change has helped
them getting data and evidence to draw a conclusion that a one-hour cut down in
actual working hours per week (equivalent to 14 minutes per day) lower the injury
rate significantly, by about 8%. There have been more in-depth studies combining
both economic and medical factors related to working hours. Typically, a study by
Pradhan and Shrestha (2011) about the impact of working hours on backache from
gender perspective.
The issue of working hours is a prominent issue in the health sector,
especially for nurses. Therefore, research on the influence of long-hour working on
nurse related issues has been extensively studied. Analysis of Rogers et al. (2004)
from 393 hospital staff nurses in American Nurses Association showed that

8


increasing work time, overtime, and number of hours working per week raise the
number of errors. If nurses work in shifts of 12.5 hours or more will triple the rate
of making mistakes compared to normal working hours.
Many previous studies have shown that long working hours or

irrationalities in time arrangements will lead to negative impacts on both work and
health of employees. But most of these studies have not yet focused on exploring
the role of overtime hours and its both positive and negative effect on employees'
intention to leave an organization.
2.2 Intention to leave
2.2.1 Definition
Intention to leave (ITL) is a concept that has appeared and been studied for
a long time, because this problem emerged very early. It is also known under a
number of other names such as: intention to quit, turnover intention. This concept is
classified into two separate folds: Organization and Profession. In this paper, we
only focus on ITL organization.
The IL is different from the actual behavior of quitting an organization. Several
researchers supposed that ITL can be used as a valid proxy for actual labour quitting
(Muliawan et al., 2009; Tett & Meyer, 1993). The theory of planned behaviour
(Ajzen, 1991) claimed that behavioral intention is a reliable predictor of actual
quitting behaviour. Sustaining for above results, recently there are some studies
illustrated that turnover intention is a important indicator for actual turnover
behaviour (Firth, et al.,2004) and turnover intention is believed to be the most valid
antecedent of actual action (Allen, Weeks & Moffitt, 2005). In addition, Boshoff et
al., (2002) had the similar idea that quitting intention is a dependent variable and
also predictor of the likelihood that an employee will actually leave their company
in the near future. It even has been empirically established in order to prove that
turnover intention is associated with actual behaviour (Byrne, 2005).

9


There are also many people who think that “intention to leave” and
“intention to stay” are two concepts that have opposite meanings, so these two
concepts can be measured with the same scale. This ambiguity led Nancarrow et al.

(2014) to an interesting study of the nature, implications and measures of “intention
to stay” and “intention to leave”. The results showed that they are not measuring the
same construct. Although there are overlaps in measurement items, using these
structures interchangeably will lead to errors and misunderstandings.
Table below are herewith some definition of ITL:
Table 2.1: Definition of ITL
Author
Fishbein

Definition

and Ajzen‟s

(1975)

“An

individual‟s

behavioural

intention

or

conation to leave the employ of the organisation.”

Tett and Meyer (1993)

Vandenberg and Nelson

(1999)

“ The conscious and deliberate wilfulness to
leave the organization.”
“Individual‟s

own

estimated

probability

(subjective) that they are permanently leaving the
organisation at some point in the near future.”

Boshoff,

Van

Wyk,

Hoole and Owen (2002)
Lyer

and

Rudramuniyaiah (2008)

“The strength of an individual‟s view that they
do not want to stay with their employer.”

“The extent to which an employee plans to leave
the organization.”
“A conscious and deliberate desire to leave an

Cho,

Johanson

Guchaitv (2009)

and

organization within the near future and considered
the last part of a sequence in the withdrawal
cognition process.”

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2.2.2 Related research
Retaining employees is a long-standing problem, but it still doesn't lose its
necessity for today's companies. Therefore, when the ITL is an important signal to
predict the turnover behaviour of employees, there has been a lot of research around
this topic to provide useful implications for human resources management policies.
Recently, Tzafrir et al. (2015) conducted a study and approached this topic from
the perspective of human resource management. He conducted a study and
approached this topic from the perspective of human resource management.
Specifically, he proposed a model to explore the role of Human Resource value and
employment social environment in relation to the intention to quit. With Data
collected in 2011 from 567 employees and regression analysis, the results help

Tzafrir claiming that Human Resource values is a major factor account for
employment social environment and employment social environment play a
dominated role on employee‟s ITL.

Figure 2.1: Relationship between Human Resource Value, ESE and Employee ITL
(Tzafrir et al., 2015)

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With this model, author tested the influence of three different components of
the employment social environment, which might be considered hygienic factors
that reduce dissatisfaction (Herzberg, 1966) and directly reduces employee‟s ITL a
organization. But they did not explore other possible factors that are actually related
to employee‟s growth and development in order to improve their intention to stay.
In addition, From the author's research perspective, this model can suggest some
implication to reduce employee's ITL, but this model will not be able to show the
direct determinants impacting on the intention to quit.
Muliawan et al. (2009) also presented a model that emphasizes the key role
of organizational commitment and job satisfaction to turnover intention. In
particular, the indirect factors affecting quitting intention are role conflict,
satisfaction with pay, and fulfillment of growth needs. However, his model does not
mention any direct factor that increases the employee's intention to quit.

Figure 2.2: Turnover intention model (Muliawan, 2009)
There are also a lot of studies going into exploring every corner of the business
and its impact on the employee's intention to quit. Similarly, Du Plooy and Roodt

12

(2010) suggested that both work engagement and organizational citizenship
behaviour have unfavorable association to turnover intention, while work alienation
and burnout have positive impact. Stone (2006) demonstrated that organizational
climate factors were associated with nurse‟s turnover intention depending on
working conditions. Djurkovic et al. (2008) also asserted the mediating role of
perceived organizational support on the relationship between workplace bullying
and victims‟ ITL. Elangovan (2001) tested many different models, tried to replace
the position of variables and direction of relationship. The results shows that there is
significant cause-effect correlation between commitment and turnover intention
(high commitment reduces intentions to quit) and the casual pattern of commitment
is satisfaction.
Different from above authors, Jeswani and Dave (2012) focused on exploiting
influence of

personality to the turnover intention. The study clarifies that

extroversion and agreeableness are two personalities, which negatively influences
turnover intention. Studies of Salgado (2002) and Zimmerman (2008) also have the
similar results.

Figure 2.3: Model of Personality and Turnover Intention (Jeswani & Dave,
2012)

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Contributing for influence of factors come from personal resource, Jacobs
(2005) discussed by different model of quitting intention, where contrastive
perceptions of organizational culture lead to disparate turnover intentions.

The problem of quitting is quite prominent in the nursing industry. Therefore,
a series of studies on intention to quit have been conducted on this subject.
Alexander et al. (1998) also built up a model of the relationship between the
characteristic of the individual, the features of the job affecting the ITL and the
turnover behavior. The model below describes general direction of these
relationships (Figure 2.4). Specifically, satisfaction with professional growth
opportunities, autonomy, workload, and role clarity are strong indicators of ITL.
This model is quite general and covers the relationships of many factors including
both personal factors, factors derived from the organization. However, the limitation
of this research is that this model also includes some specific characteristics of the
nursing industry like relationship with patients. Moreover, characteristics of work is
measured in the view of attitude. Meanwhile the standpoint of laborer to their job
and the work-place can be affected by training activities, experience, and other
group.

Figure 2.4: Theoretical model of turnover and INL among psychiatric nursing
personnel (Alexander, 1998).

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