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The impact of employees work values on intention to quit/ leave

The impact of employees work values on intention to quit/ leave
In an organization, the turnover of staff is expensive (Trevor at. al. 2009). Therefore, job quits and the replacement of those staff with fresh workers leads to huge expenses to the organization. The huge extra costs result from searching for likely replacements, choosing the recruits and training the them either formally or informally to an extent of being in the caliber of the employees who quit the job (direct costs). Indirect costs such as psyche from the left employees, the expenses of training, the quality of the productivity and stretching the remaining staff to their maximum ( Anna at. al. 2007). To cap it all, the organization digs deeper into its pockets to cater for the loss of intellectual investment. The organization may suffer a mighty blow if those assets are taking by other business rivals.
When workers quit job the customer care services, contentment, and this is because of factors such as lost input and lost sales (Uwe at. al. 1990). Quitting employees lead to a fall in the output of the organization because of a fall of fall to the knowledge curve necessary in the employee being acquainted with both the organization and the nature of the work.
Relationship between the work values and the intention to quit
There are various reasons attributed to the workers intention to quit. One, the reasons may be affiliated to the job such as having no dedication in the organization’s work, for economic causes, not being content with the organization’s work and having stress associated with the work.
Second, there may be reasons that are beyond control such as if the employee dies inability of the employee (Xian, 2008). Still, the employees may quit the job because of causes such as other life commitments such as taking care of their relatives (it may be children or aged family members).
Third, the reasons for the staff members quit their jobs based on the issues of the organization itself such as volatility, which forces the staffs to resort to places that suits their job tastes. If the organization is inconsistent, the employees will be compelled to look for jobs in other organizations. If the organization manages its employees using the quantitative style instead of the qualitative method, the staff quit from the organization. In addition, the quit if they deem their workplace has a toxic atmosphere.
Four, if the organization does not inform the employees on the issues regarding their workplace or their participation is included in processes such as making decisions it will also compel the employees to quit their jobs (Steven at. al. 2005). During recruitment in the job, the organization should hire the best and leave the rest but if it has shoddy hiring methods, it will contribute to the employees quitting.
Q2: The impact of work values on intention to quit in the Middle East.
The recent upsurge in political unrest experienced in most parts of Middle East and some countries in the Northern part of Africa, the performance of most companies within the affected regions have been affected adversely (Winslow, 2011). Due to the unrest, most employees are insecure in their respective places of work hence affecting their general output by hindering maximum exploitation of personal values most of which are used by organizations in gauging traits for successful workers (Loretto,2010).
As a result of increased insecurity in the region, most employees are quitting their jobs due to personal safety reasons and also to care for their families and wounded individuals (ICRC,2011). Such measures taken by individuals have minimized dependability and responsibility amongst most employees. Fear attacks, most employees are not able to reach their places of work within the agreed timeframe (Douglas et al, 2005). Responsibilities are no longer undertaken as previously planned by organizations hence a hindrance to achievement of goals and objectives (Hinderson, 2011).
Ideological differences arising from divergent political views amongst the employees can be a major cause of conflict within an organization (Anonymous, 2011). Although the Middle East region is mostly dominated by the Muslims, they are not a unified community; they can be divided into two fronts, the Shers and the Sunni. This difference has been extended to some organizations hence compelling some people to quit their jobs due to being frustrated and oppressed at their places of work (Pletka, 2007).
Positive and negative relationship of employees quitting a place a work
One of the toughest decisions to make is quitting a place of work without having a replacement in waiting. Nevertheless, there are some benefits a person gets from quitting, some of which include; getting more time to pursue other undertakings such as education. In the event a person was working in an environment that’s ‘unfriendly’ quitting offers opportunity for one to look for other avenues where a person input and output will be accepted and the efforts appreciated such as in voluntary services to communities.
The negative aspect of quitting a job is that the concerned individual may no longer be able to sustain self. This may compel a person to engage in unacceptable undertakings such as robbery. Employees who offer exemplary services to their organizations are a great asset to such institutions. In the event that they quite, the organizations are prone to encounter a lot of problems and challenges in filling the vacant positions (Gennard&Judge, 2005). This consequently may affect the production capacity of the organization. In the event it was a multinational corporation, the impact may be felt in all sectors of the economy.
References
Hoon Chay et. al (2011).Creating value for employees: investment in employee development. Retrieved on 6th September 2011 from http://www.mobilityagenda.org/value.pdf
Ongori Henry (2010) .A review of the literature on employee turnover,. Retrieved on 6th September 2011 from http://www.academicjournals.org/ajbm/pdf/Pdf2007/Jun/Ongori.pdf
Hunjra Imran Ahmed et al (2009).Employee voice and intent to leave: An empirical evidence of Pakistan banking sector Retrieved on 6th September 2011 from http://www.academicjournals.org/ajbm/pdf/pdf2010/18Oct/Hunjra%20et%20al.pdf
Noor Mohd Khairunneezam. Work-Life Balance and Intention to Leave among Academics in Malysian Public Higher Education Institutions. Retrieved on 6th September 2011 from http://www.ijbssnet.com/journals/Vol._2_No._11_%5BSpecial_Issue-June_2011%5D/34.pdf
Anna., F. (2007). Perceived organizational support and ethical work climates as predictors of turnover intention of licensed nurses in skilled nursing facilities. Michigan: ProQuest.
Anonymous,(2011).Human Resource Management. Retrieved on 6 September 2011 from http://www.slideshare.net/dasaritapaswi/hrm-pdf
Douglas,S et al,(2005). Career development and counseling: putting theory and research to work.New York,John Wiley and Sons.
Gennard, J &Judge G,(2005pg 54).Employee Relations.London, CIPD Publishing.
Hinderson,M,(2011).How human resources can resource Humans. Retrieved on 6 September 2011 http://www.valuesatwork.org/A14ResourcingHumans.pdf
ICRC,(2011). Middle East and North Africa: coping with medical emergencies. Retrieved on 6 September 2011 from http://www.icrc.org/eng/resources/documents/interview/2011/middle-east-north-africa-interview-2011-04-01.htm
Loretto,P. (2010).The Top Ten work values Employers look for. About.com. Retrieved on 6 September 2011 from http://internships.about.com/od/internshipsuccess/a/workvalues.htm
Miller,B.(2011). Give Your Employees Something They Will Remember. EnzineArticles. retrieved on 6 September 2011 from http://ezinearticles.com/?Give-Your-Employees-Something-They-Will-Remember&id=6534269
Pletka,D.(2007).Seven Challenges in Facing Iraq.American Enterprise Institute for Public Policy Research.Retrieved on 6 September 2011 from http://www.aei.org/article/25480
Reynold, P.(2006).Challenges Facing Lebanon Peace Force.BBC News. Retrieved on 6 September 2011 from http://news.bbc.co.uk/2/hi/middle_east/4794673.stm
Winslow,L,(2011).Will the Middle Eastern Protests and Regime Change Riots Continue?EnzineArticles. Retrieved on 6 September 2011 from http://ezinearticles.com/?Will-the-Middle-Eastern-Protests-and-Regime-Change-Riots-Continue?&id=5841259
Steven, B. D. at. al.(2005). Career development and counseling: putting theory and research to work. New Jersey: John Wiley & Sons.
Trevor., A. at. al. (2009). Human Resource Management. Cape Town: Juta and Company Ltd.
Uwe, K. at. al. (1990). Work motivation. New York: Routledge.
Xian, X. at. al.(2008). Explaining the impact of work interference with family: The role of work-family psychological contract and cultural values. Michigan: ProQuest.


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