Employee Dissatisfaction and Turnover Crises in Business Sectors

This report provides a clear view regarding the relationships between the employee dissatisfaction and turnover in business sectors. It discusses the impacts of employee dissatisfaction on their behaviour and performance. The report also highlights the importance of job resources and organization fit in managing employee dissatisfaction. The intended audience for this report is the management people who need to have the understanding about the importance of job resources and organization fit.

Running head BUSINESS COMMUNICATION
Business communication
Name of the student
Name of the university
Author note

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AlBattat, A. R. S., & Som, A. P. M. (2013). Employee dissatisfaction and turnover crises in
the Malaysian hospitality industry. International Journal of Business and Management,
8(5), 62.
AlBattat and Som stated about the impacts of the employee dissatisfaction in the
workplace, and they have given an example of Malaysian Hospitality Industry. In this case, these
authors are eligible enough because they are associated with the building and Planning
department and sustainable tourism department of University Sains Malaysia. Hence, they are
having the required insights about how the employee dissatisfaction is affecting their industry.
This report is intended to provide a clear view regarding the relationships between the employee
dissatisfaction and turnover (AlBattat & Som, 2013). Majority of others cited works in the same
subject discussed the causes of employee turnover, but the extensive determination of the role of
employee dissatisfaction is not done. Hence, this article can be beneficial in having a deeper
insight and understanding about how the business sectors especially the hospitality sectors are
getting affected due to the growing dissatisfaction among the employees and how they can be
mitigated.
Ahmad, A., & Omar, Z. (2014). Reducing deviant behaviour through workplace
spirituality and job satisfaction. Asian Social Science, 10(19), 107.
Ahmad and Omar stated about the impacts of employee dissatisfaction on their behaviour
as these factors are also interrelated to each other. Both these authors are associated with a
leading Malaysian university in professional development and social science. Thus, they have the
idea about the growing dissatisfaction can affect the professional behaviour of the employees.
The distinctiveness of this article is the difference in defining the concept of dissatisfaction with

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others (Ahmad & Omar, 2014). This is due to the reason that this report is majorly intended
towards the upper level and human resource managers of the organizations as they will be able to
have the idea about how to reduce the deviant behaviour of the employees. This article will help
to have a broader view regarding the implications of employee dissatisfaction in the workplace
and how they are affecting the long term business viability.
Raziq, A., & Maulabakhsh, R. (2015). Impact of working environment on job satisfaction.
Procedia Economics and Finance, 23, 717-725.
Another major factor regarding the job dissatisfaction of the employees in the workplace
is stated by Raziq and Maulabakhsh. They have taken a completely different route of the
approach of explaining the concept of dissatisfaction of the employees. In this article, the states
about the difficulties to be faced in managing the dissatisfaction of the employees in the modern-
day business scenario. This is mainly due to the reason that current day employees are diverse in
nature, and thus, they are also expecting diverse sets of needs to meet their satisfaction level.
This article is targeted towards the general audience to make them aware of the difficulties and
complexities in employee management (Raziq & Maulabakhsh, 2015). While the other cited
materials state about the specific impacts of the employee dissatisfaction in the workplace, this
article discussed the difficulties in meeting them. This article will be beneficial in stating the
needs for the modern-day managers in effectively managing the employees and regulating their
level of dissatisfaction (Stanley et al., 2013).
Dugguh, S. I., & Dennis, A. (2014). Job satisfaction theories: Traceability to employee
performance in organizations. IOSR journal of business and management, 16(5), 11-18.

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Dugguh and Denis stated about the traceability of the desired performance of the
employees in the workplace. This refers to the fact that dissatisfaction of the employees is
directly proportional to their performance. This paper is intended for the business analysts about
how to measure the level of dissatisfaction among the employees by measuring their
performance in the workplace. The major difference between this article and others is the
definition (Dugguh & Dennis, 2014). This is due to the reason that this article states about how
employee performance can be measured with the help of job satisfaction theories. Hence, it is
important for the managers and the business analysts to involve job satisfaction theories as to the
key indicator for measuring employee performance. Hence, this article will be beneficial in
having an understanding about to determine the employee performance by measuring their
dissatisfaction level.
Chowdhary, B. (2013). Job satisfaction among bank employees: An analysis of the
contributing variables towards job satisfaction. International journal of scientific &
Technology research, 2(8), 11-20.
Chowdhary stated about the wider and broader view of determining the satisfaction or
dissatisfaction among the employees and in this article, he stated the example of bank
employees. This paper can be considered as authentic and reliable because of primary data
collected from the respondents in India. The diverse workforce scenario in India is taken in to
account for the analysis. According to the author, the targeted audience for this article is the
upper and middle-level managers to aware them about the multidimensional viewpoints of
employee dissatisfaction and satisfaction (Chowdhary, 2013). Compared to the other citied
works, the key difference with this paper is the discussion of a wider approach. This refers to the
fact that there are different determining factors discussed by the author by which the level of

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dissatisfaction and satisfaction of the employees can be measured. Hence, a more extensive view
can be gained from this paper.
Beheshtifar, M., & Omidvar, A. R. (2013). Causes to create job burnout in organizations.
International Journal of Academic Research in Business and Social Sciences, 3(6), 107.
According to Beheshtifar and Omidvar (2013), job burnout is well related to the concept
of employee dissatisfaction. This is due to the reason that growing disparity between the job
demand and resource lead to the burnout among the employees. These authors are from the
management department of the renowned university of Iran, and thus they are having a deeper
sense of the relationship between the employee job dissatisfaction and burnout. The intended
audience of this paper is the management people who need to have the understanding about the
importance of job resources (Beheshtifar & Omidvar, 2013). The major utility of this paper over
others is the focus on the resources for any job profiles. While all other articles have majorly
discussed the reasons for employee dissatisfaction, this article states about the importance of
required resources. Hence, it will be beneficial in having the idea and understanding about how
to effectively manage the employees.
Gulavani, A., & Shinde, M. (2014). Occupational stress and job satisfaction among nurses.
International Journal of Science and Research (IJSR), 3(4), 733-740.
Gulavani and Shinde discussed the satisfaction and dissatisfaction of the employees from
the perspective of nurses and healthcare entities. Both these authors are from medical science
backgrounds, and hence, they are having a deeper understanding of the determinants of the
effectiveness and productivity of the nurses. The intended audience of this paper is the healthcare
stakeholders about how to maximize the service quality and efficiency in this sector. This report

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specially discussed the contribution of job stress on the increasing dissatisfaction among the
employees (Gulavani & Shinde, 2014). Thus, it will be beneficial to relate the concepts of job
stress and employee dissatisfaction and will also be helpful in designing the recommended
actions accordingly. Prior to the recommendations, it is important to identify the determining
areas, which got identified in this report. This report denoted that the working environment
should be maintained to manage the employee dissatisfaction.
Laschinger, H. K. S., & Fida, R. (2015). Linking nurses’ perceptions of patient care quality
to job satisfaction: the role of authentic leadership and empowering professional practice
environments. Journal of Nursing Administration, 45(5), 276-283.
There are few major determining factors for employee dissatisfaction identified, and it is
now important to discuss the recommended steps that should be taken to mitigate the same.
Laschinger and Fida discussed in this paper regarding what should be done in managing the
dissatisfaction. This paper is intended towards the top-level management because the findings of
this report will help them to change their approach for maximizing the business outcome.
According to the authors, leadership styles and professional working environment can be
effective in managing the dissatisfaction level of employees (Laschinger & Fida, 2015). Thus,
the main difference with this paper is that it directly focused on the mitigating factors without
specifying the particular issue. Hence, in the real world situation, authentic leadership should be
initiated for having positive long term impacts in terms of employee dissatisfaction. This will be
beneficial in designing the leadership styles and approaches accordingly.
Jain, R., & Kaur, S. (2014). Impact of work environment on job satisfaction. International
Journal of Scientific and Research Publications, 4(1), 1-8.

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Working and workplace environment is a determining factor in managing employee
satisfaction and dissatisfaction. The same is stated by Jain and Kaur. Both these authors are
working as the management consultants, and hence, they are having expertise and experience
regarding how to manage the workplace environment. The intended audience for this report is
the wider section of the organizational stakeholders due to the reason that each of the internal
stakeholders should have the knowledge about how to keep the workplace environment effective
and productive (Jain & Kaur, 2014). Compared to the other works, this paper is more focused
towards the management of the workplace environment. Moreover, this paper is also not only
recommended to the upper-level managers but all across the hierarchy levels. Thus, the
responsibilities and roles of each of the internal stakeholders are discussed. This will be helpful
in determining the job roles and designs of each of the internal stakeholders in workplace
management.
Farooqui, M. S., & Nagendra, A. (2014). The impact of person organization fit on job
satisfaction and performance of the employees. Procedia economics and Finance, 11, 122-
129.
As per Farooqui and Nagendra, organization fit also determines the level of job
satisfaction and dissatisfaction for the employees. Both these authors can be considered as
reliable and authentic because both of them are PhD holders in the management stream and are
associated with one of the topmost universities in India. The intended audience for this report is
the human resource managers due to the reason that they are responsible for employing and
selecting the right employees with the right skills for the right jobs in the workplace. The
distinctive feature of this report is that specific factors are chosen for discussion (Farooqui &
Nagendra, 2014). While other papers state about the change in the recruitment and selection

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process, this paper denoted the level of organization fit of the employees (Bryant & Allen, 2013).
Hence, this paper will be beneficial in having an understanding of how organization fit can be
beneficial in managing the employee dissatisfaction level.

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Reference
Ahmad, A., & Omar, Z. (2014). Reducing deviant behavior through workplace spirituality and
job satisfaction. Asian Social Science, 10(19), 107.
AlBattat, A. R. S., & Som, A. P. M. (2013). Employee dissatisfaction and turnover crises in the
Malaysian hospitality industry. International Journal of Business and Management, 8(5),
62.
Beheshtifar, M., & Omidvar, A. R. (2013). Causes to create job burnout in organizations.
International Journal of Academic Research in Business and Social Sciences, 3(6), 107.
Bryant, P. C., & Allen, D. G. (2013). Compensation, benefits and employee turnover: HR
strategies for retaining top talent. Compensation & Benefits Review, 45(3), 171-175.
Chowdhary, B. (2013). Job satisfaction among bank employees: An analysis of the contributing
variables towards job satisfaction. International journal of scientific & Technology
research, 2(8), 11-20.
Dugguh, S. I., & Dennis, A. (2014). Job satisfaction theories: Traceability to employee
performance in organizations. IOSR journal of business and management, 16(5), 11-18.
Farooqui, M. S., & Nagendra, A. (2014). The impact of person organization fit on job
satisfaction and performance of the employees. Procedia economics and Finance, 11,
122-129.
Gulavani, A., & Shinde, M. (2014). Occupational stress and job satisfaction among nurses.
International Journal of Science and Research (IJSR), 3(4), 733-740.

9BUSINESS COMMUNICATION
Jain, R., & Kaur, S. (2014). Impact of work environment on job satisfaction. International
Journal of Scientific and Research Publications, 4(1), 1-8.
Laschinger, H. K. S., & Fida, R. (2015). Linking nurses’ perceptions of patient care quality to
job satisfaction: the role of authentic leadership and empowering professional practice
environments. Journal of Nursing Administration, 45(5), 276-283.
Raziq, A., & Maulabakhsh, R. (2015). Impact of working environment on job satisfaction.
Procedia Economics and Finance, 23, 717-725.
Stanley, L., Vandenberghe, C., Vandenberg, R., & Bentein, K. (2013). Commitment profiles and
employee turnover. Journal of Vocational Behavior, 82(3), 176-187.