Journal of Research And Report in Psychology
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AI Summary
1.List three underlying issues that are contributing to/causing the Organization Problem: LOW MOTIVATION. 2. Use an organizational behavioural theory or model, AND research study to describe how each of the three underlying issues are contributing to (i.e. causing) LOW MOTIVATION in an organization or workplace. (2 to 3 sentences for each cause/issue) b)Provide the full APA-formatted journal article citation for each of your underlying cause/issue the theory/research study. PS. I have attached lecture slides as well
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Journal of Research in Psychology 1(2); 10-15
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
3
Journal of Research in Psychology
www.readersinsight.net/jrp
Perceptions of Employee Turnover Intention by Herzberg’s
Motivation-Hygiene Theory: A Systematic Literature Review
Low Chun Chiat *1, Siti Aisyah Panatik*1
1School of Human Resource Development and Psychology, Faculty of Social Sciences, Universiti Teknologi Malaysia
* Corresponding author: saisyah@utm.my
Abstract
Turnover rate of the employee remains one of the most frustrating and persistent issues faced by the
organization and company over the decades. The turnover rate of employees increased in the past few years
in every field. The effectiveness for the companies to investigate of studies on decreasing the turnover
intentions of the employees are therefore the particular interest to investigate. Thus, we argue that is
necessarily to have a comprehensive review in exploring the influences of Herzberg’s theory on the turnover
intentions on employees. We present a systematic review of empirical studies to investigate the relationship
between the Herzberg’s theory and employees’ turnover intentions as it will help us in reaching more
explicit and comprehensive understanding on the theory. Due to the cultural difference between Western
and Asian countries, we elaborate on the potential influences on the Herzberg’s theory to the turnover
intentions. The contributions of this paper are to expose the diversity of understandings on the motivating
and hygiene factors in Herzberg’s theory and to provide a conceptual mapping for the planning of the further
research.
ARTICLE INFORMATION
Received:19th, Jun 2019
Revised: 25th, Jul 2019
Accepted: 2nd, Aug 2019
Keywords: Expatriation, Work Family Issues, Conservation of Resources Theory, Personality, Cultural
Distance, Person Environment Fit
© Readers Insight Publication
INTRODUCTION
Turnover rate of the employee remains one of the most frustrating
and persistent issues faced by the organization and company over the
decades (O’Connell, 2010). It has various negative impact on
organizational performance and cost. In the perspective of the cost of
the organization, cost of employee turnover is expensive as
organization required to pay direct cost whenever an employee leaves
and additional cost of training and recruitment for new hires also will
occur due to the turnover. According studies, such as SHRM, for
general, it predicted it will cost 6 to 9 months’ salary on average for
each time a business or organization replaced a salaried employee. For
example, a manager with ability to make $40000 a year, it will cost the
company for $20000 to $30000 for the recruiting and training expenses
(Merhar, 2016). It also finds that for employer in U.S., they will pay
for the turnover cost in amount of $600 billion in 2018. For the coming
2019, the cost of the turnover expected will continue growing and the
companies projected that the annual cost will rise to $680 billion by the
year of 2020 (Tarallo, 2018).
Apart from leading the increase in the cost for hiring and training,
the employee turnover impacts the productivity of an organization and
morale in a team and colleagues in a company. According to Hamel
(2014), high employee turnover rate delays the projected works and
hurting the total productivity of a project. As an employee with
experience and knowledge in certain position quit the works, it causes
a slowing in the scheduled tasks as it takes time to replace someone
with intimate experience with new workers and the new comers need a
certain time to learn and follow up the procedure and experience. In the
view of Zheng (2015), the feelings of job insecurity occurs in the
remaining employees in an organization whenever there are workers
being laid off or resign by own volition and the remaining workers also
have to take on extra task and duties when someone leave. This
situation creates a low morale in the group of employees, and they will
tend to perform lower and less enthusiastic.
People and employee are the most valuable assets for an
organization and company. The high turnover rate happens due to lots
of different reasons and it might be from personal, environmental, or
even the company. These factors that cause the employees to leave the
organization can be categorize into two factors which are the push and
pull factors. A large body of theoretical and empirical literature
determines the different factors / causes that may lead to the turnover
of the employees. However, people can also leave organizations
without any one specific reason (Ongori, 2007). The turnover rate in
this modern time encourage organization and companies to update their
employee retention strategies. In this changing environment and
market, the human resource professional should become a strategic
partner, an employee sponsor or advocate, and a change mentor to
retain best people within the organization and to reduce turnover
(Nanayakkara & Dayarathna, 2016)
This paper discusses the motivators and hygiene factors in
Herzberg's two theory factors, and how these factors directly or
indirectly affect the employee turnover intentions. There are two
purposes of this paper. First to elaborate the concept of employee turn-
over intentions and second to review the literature in employee
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
3
Journal of Research in Psychology
www.readersinsight.net/jrp
Perceptions of Employee Turnover Intention by Herzberg’s
Motivation-Hygiene Theory: A Systematic Literature Review
Low Chun Chiat *1, Siti Aisyah Panatik*1
1School of Human Resource Development and Psychology, Faculty of Social Sciences, Universiti Teknologi Malaysia
* Corresponding author: saisyah@utm.my
Abstract
Turnover rate of the employee remains one of the most frustrating and persistent issues faced by the
organization and company over the decades. The turnover rate of employees increased in the past few years
in every field. The effectiveness for the companies to investigate of studies on decreasing the turnover
intentions of the employees are therefore the particular interest to investigate. Thus, we argue that is
necessarily to have a comprehensive review in exploring the influences of Herzberg’s theory on the turnover
intentions on employees. We present a systematic review of empirical studies to investigate the relationship
between the Herzberg’s theory and employees’ turnover intentions as it will help us in reaching more
explicit and comprehensive understanding on the theory. Due to the cultural difference between Western
and Asian countries, we elaborate on the potential influences on the Herzberg’s theory to the turnover
intentions. The contributions of this paper are to expose the diversity of understandings on the motivating
and hygiene factors in Herzberg’s theory and to provide a conceptual mapping for the planning of the further
research.
ARTICLE INFORMATION
Received:19th, Jun 2019
Revised: 25th, Jul 2019
Accepted: 2nd, Aug 2019
Keywords: Expatriation, Work Family Issues, Conservation of Resources Theory, Personality, Cultural
Distance, Person Environment Fit
© Readers Insight Publication
INTRODUCTION
Turnover rate of the employee remains one of the most frustrating
and persistent issues faced by the organization and company over the
decades (O’Connell, 2010). It has various negative impact on
organizational performance and cost. In the perspective of the cost of
the organization, cost of employee turnover is expensive as
organization required to pay direct cost whenever an employee leaves
and additional cost of training and recruitment for new hires also will
occur due to the turnover. According studies, such as SHRM, for
general, it predicted it will cost 6 to 9 months’ salary on average for
each time a business or organization replaced a salaried employee. For
example, a manager with ability to make $40000 a year, it will cost the
company for $20000 to $30000 for the recruiting and training expenses
(Merhar, 2016). It also finds that for employer in U.S., they will pay
for the turnover cost in amount of $600 billion in 2018. For the coming
2019, the cost of the turnover expected will continue growing and the
companies projected that the annual cost will rise to $680 billion by the
year of 2020 (Tarallo, 2018).
Apart from leading the increase in the cost for hiring and training,
the employee turnover impacts the productivity of an organization and
morale in a team and colleagues in a company. According to Hamel
(2014), high employee turnover rate delays the projected works and
hurting the total productivity of a project. As an employee with
experience and knowledge in certain position quit the works, it causes
a slowing in the scheduled tasks as it takes time to replace someone
with intimate experience with new workers and the new comers need a
certain time to learn and follow up the procedure and experience. In the
view of Zheng (2015), the feelings of job insecurity occurs in the
remaining employees in an organization whenever there are workers
being laid off or resign by own volition and the remaining workers also
have to take on extra task and duties when someone leave. This
situation creates a low morale in the group of employees, and they will
tend to perform lower and less enthusiastic.
People and employee are the most valuable assets for an
organization and company. The high turnover rate happens due to lots
of different reasons and it might be from personal, environmental, or
even the company. These factors that cause the employees to leave the
organization can be categorize into two factors which are the push and
pull factors. A large body of theoretical and empirical literature
determines the different factors / causes that may lead to the turnover
of the employees. However, people can also leave organizations
without any one specific reason (Ongori, 2007). The turnover rate in
this modern time encourage organization and companies to update their
employee retention strategies. In this changing environment and
market, the human resource professional should become a strategic
partner, an employee sponsor or advocate, and a change mentor to
retain best people within the organization and to reduce turnover
(Nanayakkara & Dayarathna, 2016)
This paper discusses the motivators and hygiene factors in
Herzberg's two theory factors, and how these factors directly or
indirectly affect the employee turnover intentions. There are two
purposes of this paper. First to elaborate the concept of employee turn-
over intentions and second to review the literature in employee
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Journal of Research in Psychology 1(2); 10-15
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
4
turnover as it relates to Herzberg's two-factor theory. The review
explores the themes and methods which are utilized to existing
employee turnover intentions and how future researchers can expand
this important research area. The findings of the current research can
be applied to many professions and industries since the issue of
turnover intentions exists everywhere.
The current study has carried out a systematic literature review of
studies that relates factors within Herzberg’s two factor theory with
turnover intentions/actual turnover. This finding will be providing a
descriptive and conceptual overview of the turnover intention and
Herzberg’s Two Factors Theory literature, which we will discuss later
on the two factors in the Herzberg’s theory and how these two theories
help in employee retention. Finally, we will emphasize the importance
and limitations of our efforts.
METHODOLOGY
The studies reviewed and conceptual analysis consist of four
phases: First, there is establishment of database that contains a far-
reaching structural pursuit to distinguish and extract all applicable texts
related to employee turnover intention and Herzberg’s two factors
theory as available in peer-review academic journals. Second, in the
iterative process between hypothetical inferences and emerging topics,
a template was created to break down and analyse articles. Third step
was to extract descriptive and qualitative data from the previous
template created. Finally, the results were deciphered, interpreted and
inferences were drawn.
Development of Database
The initial steps include identifying relevant studies. In order to
collect previously published research from the earliest publication
dates to May 2019 in the reviewed academic journals, we have included
different online databases. A Boolean search on these, combining one
of several "turnover intentions - terms" with one of several "Herzberg’s
theory-terms" in the title, abstract or subject terminology of a peer-
reviewed journal, and search all possible combinations repeatedly is
conducted. The database of the entire research project is also
continuously updated through Google Scholar Alerts to get key terms.
Overall, the search produced an initial database of 438 articles.
During the Boolean search, even though turnover intention may be
influence by lots of push and pull factors, however, they keywords used
is only related to motivator (e.g. challenging workplace, achievement
recognition, responsibilities, opportunities to perform and etc.) and
hygiene factors (salary, benefits, work condition, allowances, job status
and etc.) as we would like to focus only on the effect of Herzberg’s two
factor theory
.
Finally, out of 438 articles, 30 articles were selected only choosing
articles from 2010 onwards and excluded those articles that are not
related to the Herzberg’s two factors theory.
Development of Template and Content Analysis
After the first step in creating the database by Boolean Search, a
content analysis and retrieved information about bibliographic data,
research processes, and research content from 30 papers is conducted.
A template is developed that allows to extract descriptive data and text
from the article. The development of templates is an iterative process.
The final template used for the analysis included the following details
which are the title, authors, year of publication, research objective,
variables (dependent variable, independent variables, mediating
variable), population/ sample size (number of respondents), research
design (quantitative, qualitative), key finding, limitation and future
research.
The reliability and explanatory effectiveness of systematic reviews
and results analysis are ensured by the following steps: formal designed
template, cross-reference and multi-round coding of structured and
systematic solutions. Finally, the reliability and interpretative
effectiveness of the method is enhanced through the precise and
straightforward revealing of the strategy as exhibited.
EMPLOYEE TURNOVER INTENTION RESEARCH
Based on this chronological development, the systematic review of
employee turnover intentions and Herzberg's two-factor theory
scholarship is analysed. We had identified the trends over time and
extract the key themes from existing employee turnover intentions and
Herzberg's two-factor theory literature.
Emerging of Employee Turnover Intention research
The result of the research are shown in Figure 1 as below. These
clearly show that the interest in employee turnover intention topics has
been very common throughout the timeline. Turnover intentions has
been the general and famous topics over the time as the employees are
always had the mind-set in the preparedness for change which lead to
turnover of employees had becoming more and more common
especially when the employee are facing push or pull factors.
Therefore, decreasing turnover intentions and increasing the job
satisfaction of employees is always the topic of interest by most
researcher.
Fig. 1: publications trend over years (2010-18)
As the global market that expected with increasing in the turnover
rate, studies and researches towards the relation between the motivation
towards the employees and the employee turnover rate increased. In the
view of Mitchell, Holtom, Lee, Sablynski, and Erez (2001), motivation
for employee in their working environment can act as a predictor for
the employee turnover, as the motivational factors and sources proved
that it will affect the employees turnover beyond the their feelings of
satisfaction in job and the commitment from the organization. As the
lost and cost of the turnover of employee are high to the company and
the organization is hard to perform well in the situation of high turnover
rate. This will become important reason to the market and organization
to understand the predictor, the employee working motivation to avoid
the incident of employee turnover and minimizing the negative
outcome and impact that lead by it. As the Herzberg’s Two Factor
Theory of Motivation explained its idea that job satisfaction and
dissatisfaction is heavily influence by the hygiene and motivational
factor. Since the theory is promoting clear cut idea, a details research
and study toward this theory to identify and resolve the employees’
turnover is important and useful.
0
2
4
6
2010 2011 2012 2013 2014 2015 2016 2017 2018
Number of Publications
Axis Title
Year of Publication
Linear (Year of Publication)
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
4
turnover as it relates to Herzberg's two-factor theory. The review
explores the themes and methods which are utilized to existing
employee turnover intentions and how future researchers can expand
this important research area. The findings of the current research can
be applied to many professions and industries since the issue of
turnover intentions exists everywhere.
The current study has carried out a systematic literature review of
studies that relates factors within Herzberg’s two factor theory with
turnover intentions/actual turnover. This finding will be providing a
descriptive and conceptual overview of the turnover intention and
Herzberg’s Two Factors Theory literature, which we will discuss later
on the two factors in the Herzberg’s theory and how these two theories
help in employee retention. Finally, we will emphasize the importance
and limitations of our efforts.
METHODOLOGY
The studies reviewed and conceptual analysis consist of four
phases: First, there is establishment of database that contains a far-
reaching structural pursuit to distinguish and extract all applicable texts
related to employee turnover intention and Herzberg’s two factors
theory as available in peer-review academic journals. Second, in the
iterative process between hypothetical inferences and emerging topics,
a template was created to break down and analyse articles. Third step
was to extract descriptive and qualitative data from the previous
template created. Finally, the results were deciphered, interpreted and
inferences were drawn.
Development of Database
The initial steps include identifying relevant studies. In order to
collect previously published research from the earliest publication
dates to May 2019 in the reviewed academic journals, we have included
different online databases. A Boolean search on these, combining one
of several "turnover intentions - terms" with one of several "Herzberg’s
theory-terms" in the title, abstract or subject terminology of a peer-
reviewed journal, and search all possible combinations repeatedly is
conducted. The database of the entire research project is also
continuously updated through Google Scholar Alerts to get key terms.
Overall, the search produced an initial database of 438 articles.
During the Boolean search, even though turnover intention may be
influence by lots of push and pull factors, however, they keywords used
is only related to motivator (e.g. challenging workplace, achievement
recognition, responsibilities, opportunities to perform and etc.) and
hygiene factors (salary, benefits, work condition, allowances, job status
and etc.) as we would like to focus only on the effect of Herzberg’s two
factor theory
.
Finally, out of 438 articles, 30 articles were selected only choosing
articles from 2010 onwards and excluded those articles that are not
related to the Herzberg’s two factors theory.
Development of Template and Content Analysis
After the first step in creating the database by Boolean Search, a
content analysis and retrieved information about bibliographic data,
research processes, and research content from 30 papers is conducted.
A template is developed that allows to extract descriptive data and text
from the article. The development of templates is an iterative process.
The final template used for the analysis included the following details
which are the title, authors, year of publication, research objective,
variables (dependent variable, independent variables, mediating
variable), population/ sample size (number of respondents), research
design (quantitative, qualitative), key finding, limitation and future
research.
The reliability and explanatory effectiveness of systematic reviews
and results analysis are ensured by the following steps: formal designed
template, cross-reference and multi-round coding of structured and
systematic solutions. Finally, the reliability and interpretative
effectiveness of the method is enhanced through the precise and
straightforward revealing of the strategy as exhibited.
EMPLOYEE TURNOVER INTENTION RESEARCH
Based on this chronological development, the systematic review of
employee turnover intentions and Herzberg's two-factor theory
scholarship is analysed. We had identified the trends over time and
extract the key themes from existing employee turnover intentions and
Herzberg's two-factor theory literature.
Emerging of Employee Turnover Intention research
The result of the research are shown in Figure 1 as below. These
clearly show that the interest in employee turnover intention topics has
been very common throughout the timeline. Turnover intentions has
been the general and famous topics over the time as the employees are
always had the mind-set in the preparedness for change which lead to
turnover of employees had becoming more and more common
especially when the employee are facing push or pull factors.
Therefore, decreasing turnover intentions and increasing the job
satisfaction of employees is always the topic of interest by most
researcher.
Fig. 1: publications trend over years (2010-18)
As the global market that expected with increasing in the turnover
rate, studies and researches towards the relation between the motivation
towards the employees and the employee turnover rate increased. In the
view of Mitchell, Holtom, Lee, Sablynski, and Erez (2001), motivation
for employee in their working environment can act as a predictor for
the employee turnover, as the motivational factors and sources proved
that it will affect the employees turnover beyond the their feelings of
satisfaction in job and the commitment from the organization. As the
lost and cost of the turnover of employee are high to the company and
the organization is hard to perform well in the situation of high turnover
rate. This will become important reason to the market and organization
to understand the predictor, the employee working motivation to avoid
the incident of employee turnover and minimizing the negative
outcome and impact that lead by it. As the Herzberg’s Two Factor
Theory of Motivation explained its idea that job satisfaction and
dissatisfaction is heavily influence by the hygiene and motivational
factor. Since the theory is promoting clear cut idea, a details research
and study toward this theory to identify and resolve the employees’
turnover is important and useful.
0
2
4
6
2010 2011 2012 2013 2014 2015 2016 2017 2018
Number of Publications
Axis Title
Year of Publication
Linear (Year of Publication)
Journal of Research in Psychology 1(2); 10-15
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
5
Table 1: Research Related to Turnover Intention and Herzberg's Two Factors Theory
AUTHORS
(YEAR)
LOCATIONS RESEARCH
DESIGN
KEY FINDINGS
(RAHMAN, WAHAB,
& NADZRI, 2018)
Selangor Malaysia Quantitative Intrinsic and extrinsic motivation was positively related to academic
staff motivation
Intrinsic factors were more strongly related to motivation as compared
to extrinsic factors
(HOLSTON-OKAE &
MUSHI, 2018)
Western Georgia;
Central Mississippi;
And North Central
Texas
Quantitative Motivation was not related to turnover intentions.
Job satisfaction, job engagement, compensation and work
environment positively influence turnover intentions.
(HOLSTON-OKAE &
MUSHI, 2018)
Johor Bahru,
Malaysia,
Manufacturing firm
Quantitative Compensation and benefits were positively related to turnover
intentions
No significant relationship was found between recruitment and
selection and work-life policies and turnover intentions.
(JUARIYAH &
SAKTIAN, 2018)
Employees of
Restaurant and Cafe
In Malang City,
Jakarta
Quantitative Motivators and Hygiene factors were positive related to job
satisfaction
Hygiene factors has greater effect on employees’ job satisfaction
compare to motivators
(AMZAT, DON,
FAUZEE, HUSSIN, &
RAMAN, 2017)
Malaysia,
teachers
Quantitative Personal growth as Motivators and supervision as Hygiene were
positively related to satisfaction of teacher
(NANAYAKKARA &
DAYARATHNA,
2016)
Selected Mass
Scale Supermarkets
In Colombo
Quantitative Negative relationship between motivation and turnover intentions
Hygiene factors more important for turnover intentions
Dissatisfaction with intrinsic motivational factors in supermarket
(ARSHAD & PUTEH,
2015)
Ampang, Cheras,
Petaling Jaya And
Klang In Malaysia
Quantitative available job alternatives; and work-life balance were related to
employee turnover intention.
(KATSIKEA,
THEODOSIOU, &
MORGAN, 2015)
Small- And
Medium-Sized
Exporters, United
Kingdom
Quantitative Formalization was positively and centralization was negatively
related to role ambiguity and role conflict.
Formalization and centralization positively related to export sales
management behaviour control system.
Role stressors negatively related to job satisfaction, which in turn
negatively related to intentions to quit.
psychic distance and export sales managers’ experience as
moderator
(AMANKWAA &
ANKU-TSEDE, 2015)
All Branches Of
Commercial Banks,
Ghana
Quantitative Transformational leadership negatively related to employee turnover
intention
(OZOLINA-OZOLA,
2014)
Latvian
Organisations
Mixed Method HRM practices influences low employee turnover.
Lack of scientific research of human resource management impact to
employee turnover in Latvian organisations.
(SEMMER,
ELFERING,
BAILLOD, BERSET,
& BEEHR, 2014)
Switzerland Quantitative In a three-wave structural equation model, job (dis)satisfaction
predicted turnover, while organizational commitment exerted its
influence only via its association with job satisfaction.
As expected, however, attitudes predicted turnover only for
participants with push motivation.
Quitting, in turn, predicted an improvement in both satisfaction and
commitment, indicating that it paid off for the individual.
The necessity to study consequences of turnover and to distinguish
between different subgroups of stayers and leavers is emphasized.
(JAVED, BALOUCH,
& HASSAN, 2014)
Employees In
Bahawalpur,
Pakistan
Quantitative Significant positive association of employee empowerment,
workplace environment, job loyalty and job performance with job
satisfaction. Significant negative relationship between job satisfaction
and turnover intention.the findings also demonstrate that there is no
significant relation of turnover intention with employee empowerment
and job performance.
(NWAGBARA,
SMART ORUH,
UGORJI, &
ENNSRA, 2013)
First Bank Of
Nigeria, Nigeria
Quantitative Communication is integral in managing relationships at work between
managers and subordinates
Effective communication can create an atmosphere of communication
satisfaction that can foster low employee turnover intension .Effective
communication is correlative of communicating tasks effectively in
organisation
(AROKIASAMY,
2013)
Malaysia Qualitative Important for managers to have an understanding of why people
would leave the organization and it is equally important to identify
those factors that attract people to organizations
(MBAH &
IKEMEFUNA, 2012)
Nigeria Plc. In
Lagos State
Quantitative Compensation satisfaction, satisfaction with nature of work and
satisfaction with supervisors was related to lower turnover intentions.
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
5
Table 1: Research Related to Turnover Intention and Herzberg's Two Factors Theory
AUTHORS
(YEAR)
LOCATIONS RESEARCH
DESIGN
KEY FINDINGS
(RAHMAN, WAHAB,
& NADZRI, 2018)
Selangor Malaysia Quantitative Intrinsic and extrinsic motivation was positively related to academic
staff motivation
Intrinsic factors were more strongly related to motivation as compared
to extrinsic factors
(HOLSTON-OKAE &
MUSHI, 2018)
Western Georgia;
Central Mississippi;
And North Central
Texas
Quantitative Motivation was not related to turnover intentions.
Job satisfaction, job engagement, compensation and work
environment positively influence turnover intentions.
(HOLSTON-OKAE &
MUSHI, 2018)
Johor Bahru,
Malaysia,
Manufacturing firm
Quantitative Compensation and benefits were positively related to turnover
intentions
No significant relationship was found between recruitment and
selection and work-life policies and turnover intentions.
(JUARIYAH &
SAKTIAN, 2018)
Employees of
Restaurant and Cafe
In Malang City,
Jakarta
Quantitative Motivators and Hygiene factors were positive related to job
satisfaction
Hygiene factors has greater effect on employees’ job satisfaction
compare to motivators
(AMZAT, DON,
FAUZEE, HUSSIN, &
RAMAN, 2017)
Malaysia,
teachers
Quantitative Personal growth as Motivators and supervision as Hygiene were
positively related to satisfaction of teacher
(NANAYAKKARA &
DAYARATHNA,
2016)
Selected Mass
Scale Supermarkets
In Colombo
Quantitative Negative relationship between motivation and turnover intentions
Hygiene factors more important for turnover intentions
Dissatisfaction with intrinsic motivational factors in supermarket
(ARSHAD & PUTEH,
2015)
Ampang, Cheras,
Petaling Jaya And
Klang In Malaysia
Quantitative available job alternatives; and work-life balance were related to
employee turnover intention.
(KATSIKEA,
THEODOSIOU, &
MORGAN, 2015)
Small- And
Medium-Sized
Exporters, United
Kingdom
Quantitative Formalization was positively and centralization was negatively
related to role ambiguity and role conflict.
Formalization and centralization positively related to export sales
management behaviour control system.
Role stressors negatively related to job satisfaction, which in turn
negatively related to intentions to quit.
psychic distance and export sales managers’ experience as
moderator
(AMANKWAA &
ANKU-TSEDE, 2015)
All Branches Of
Commercial Banks,
Ghana
Quantitative Transformational leadership negatively related to employee turnover
intention
(OZOLINA-OZOLA,
2014)
Latvian
Organisations
Mixed Method HRM practices influences low employee turnover.
Lack of scientific research of human resource management impact to
employee turnover in Latvian organisations.
(SEMMER,
ELFERING,
BAILLOD, BERSET,
& BEEHR, 2014)
Switzerland Quantitative In a three-wave structural equation model, job (dis)satisfaction
predicted turnover, while organizational commitment exerted its
influence only via its association with job satisfaction.
As expected, however, attitudes predicted turnover only for
participants with push motivation.
Quitting, in turn, predicted an improvement in both satisfaction and
commitment, indicating that it paid off for the individual.
The necessity to study consequences of turnover and to distinguish
between different subgroups of stayers and leavers is emphasized.
(JAVED, BALOUCH,
& HASSAN, 2014)
Employees In
Bahawalpur,
Pakistan
Quantitative Significant positive association of employee empowerment,
workplace environment, job loyalty and job performance with job
satisfaction. Significant negative relationship between job satisfaction
and turnover intention.the findings also demonstrate that there is no
significant relation of turnover intention with employee empowerment
and job performance.
(NWAGBARA,
SMART ORUH,
UGORJI, &
ENNSRA, 2013)
First Bank Of
Nigeria, Nigeria
Quantitative Communication is integral in managing relationships at work between
managers and subordinates
Effective communication can create an atmosphere of communication
satisfaction that can foster low employee turnover intension .Effective
communication is correlative of communicating tasks effectively in
organisation
(AROKIASAMY,
2013)
Malaysia Qualitative Important for managers to have an understanding of why people
would leave the organization and it is equally important to identify
those factors that attract people to organizations
(MBAH &
IKEMEFUNA, 2012)
Nigeria Plc. In
Lagos State
Quantitative Compensation satisfaction, satisfaction with nature of work and
satisfaction with supervisors was related to lower turnover intentions.
Journal of Research in Psychology 1(2); 10-15
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
6
(SIDDIQUI, SYED, &
HASSAN, 2012)
Different Colleges
Of Karachi,
Pakistan
Quantitative Six factors affecting turnover rate:
1.Pay , 2.Working conditions , 3.Security, 4.Promotion
5.Recognition , 6.Principal
(DARDAR, JUSOH,
& RASLI, 2012)
Libyan Oil Firms,
Malaysia
Quantitative Training was not related to job turnover
Job satisfaction and alternative job are positively related to job
turnover.
(DARTEY-BAAH &
AMOAKO, 2011)
Legon, Accra-
Ghana, West Africa
Qualitative The two-factor theory of motivation explains the factors that
employees find satisfying and dissatisfying about their jobs.
These factors are the hygiene factors and motivators.
The hygiene factors when absent can lead to dissatisfaction in the
workplace but when fully catered for in the work environment on their
own are not sufficient to satisfy workers whereas the motivators
referring to the nature of the job, provide satisfaction and lead to
higher motivation.
(PATHAK &
TRIPATHI, 2010)
Lucknow,India Quantitative Stress, Career Advancement and Work Environment emerged as
factors for leaving the companies.
(SUFYAN &
MAQSOOD, 2010)
Getz
Pharmaceuticals,
Barclays Bank PLC,
Pakistan And Engro
Polymer &
Chemicals Ltd,
Pakistan
Quantitative Following factors are important for job switching decision.
Push factors (unfair compensation, promotion opportunities, job
insecurity, recognition, working condition, work life balance,
autonomy, relationship with supervisor and co-worker, job
development opportunity and job employee match)
Pull factors (designation and title offer from other company,
offering company reputation, compensation offered by other
company)
(SHAH, FAKHR,
AHMAD, & ZAMAN,
2010)
Institute of
Information
Technology,
Pakistan
Quantitative Personal factors followed by pull factor important predictors of
turnover. Push factors are not significantly related.
his paper concludes that the most significant factor is
(HO, DOWNE, &
LOKE, 2010)
Malaysia Mixed Method Quantitative analysis revealed that pull factors are more important
while focus group discussion revealed that push factors are important
for turnover intention.
The methods employed by the researchers in a research is an
important factor that will greatly affects the reliability and accuracy of
an outcome. Out of 30 papers that have been studied in this research,
there are only 2 papers that done their research with both qualitative
and quantitative method, 2 papers done with only qualitative method
while the rest done with only quantitative method. Quantitative method
is an easier method to be analysed with the results of a survey, and it is
good in analysing results based on the number of participants that
agrees or disagree on some specific item. However, it is unreliable for
qualities that have to be measured based on their strength such as the
satisfaction towards certain aspects of a company. Without the correct
analysis with the employment of both methods, the outcome of a
certain research is considered insufficient.
Relating Herzberg’s Two-Factor Theory with Employee
Turnover Intention research
Herzberg’s two factor theory identify and analyse factors for
satisfaction, or the workplace’s motivating factors, and the factors for
dissatisfaction, or the workplace’s demotivating factors of the
employees. The analysis focus on most influential factors such as
achievement, recognition and etc. For factors for satisfaction, and
company policies, supervision and etc. For factors of dissatisfaction
that has direct impact on the employee’s thought on turnover.
Herzberg’s theory doesn’t only study on a small area of turnover
intention, but it covers almost all of the factors that promote or demote
the employee’s turnover rate. It covers some of the disadvantages of
wielding other theories in a similar paper.
Motivators in Herzberg’s Two-Factor Theory
Motivation, it can be defined as the act or process of giving
someone a reason, encouragement for doing something. Motivation are
the result of interaction between the conscious factors and unconscious
factors, such as intensity of personal needs and desire, reward and
incentive value for achieving certain goal and expectation by an
individual and of her or his peers (Ganta, 2014). Motivation effects on
person’s intensity, direction, and persistence of their intended behavior,
which can lead to great results when done right (McShane & Glinow,
2017). Motivation is an effective and powerful tool to trigger the
intention and tendency to continue or starting in doing a task. In order
to achieve a certain target or goal, motivation can be described as an
act, force and drive to satisfy the needs of personal and reinforce the
right behaviour (Bartol & Martin, 1998). In perspective of psychology,
motivation is a progress that through the psychological or physiological
needs, it stimulates performance, behaviour and productivity of an
individual for reaching the objective.
Employees make up an organization and if they do not have
organizational reward and commitment, then there is no incentive for
them to excel at their jobs (Burton, 2012). As for the motivated
employees with issue of dissatisfaction in their job, they are tending to
spend less or no effort and contribution in their jobs, produce low
quality works and trying to avoid their workplace as much as possible
they will choose to exit the organization if given the opportunity.
Compare to them, the motivated work force and employees are more
creative, and productive and turning out with high quality works and
outperform the unmotivated employees. Besides, the motivated work
force will be willing to continue staying with the organization. In this
situation, rewards and incentives in job such as bonus, paid time off,
cash and travel perk are motivating influence and factors designed to
motivate and drive the behaviour of the employee to be more
productive.
The act of motivation can be identified as an effective tool and
instrument for the organization to increase the employees’ confidence
and inspiring the work force in the company. The factors of
dissatisfaction and motivation will directly affect the intention of the
employees to turnover in an organization. Therefore, in order to create
a successful company in its operation, it is important for the
organization to under relationship between the motivational factors and
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
6
(SIDDIQUI, SYED, &
HASSAN, 2012)
Different Colleges
Of Karachi,
Pakistan
Quantitative Six factors affecting turnover rate:
1.Pay , 2.Working conditions , 3.Security, 4.Promotion
5.Recognition , 6.Principal
(DARDAR, JUSOH,
& RASLI, 2012)
Libyan Oil Firms,
Malaysia
Quantitative Training was not related to job turnover
Job satisfaction and alternative job are positively related to job
turnover.
(DARTEY-BAAH &
AMOAKO, 2011)
Legon, Accra-
Ghana, West Africa
Qualitative The two-factor theory of motivation explains the factors that
employees find satisfying and dissatisfying about their jobs.
These factors are the hygiene factors and motivators.
The hygiene factors when absent can lead to dissatisfaction in the
workplace but when fully catered for in the work environment on their
own are not sufficient to satisfy workers whereas the motivators
referring to the nature of the job, provide satisfaction and lead to
higher motivation.
(PATHAK &
TRIPATHI, 2010)
Lucknow,India Quantitative Stress, Career Advancement and Work Environment emerged as
factors for leaving the companies.
(SUFYAN &
MAQSOOD, 2010)
Getz
Pharmaceuticals,
Barclays Bank PLC,
Pakistan And Engro
Polymer &
Chemicals Ltd,
Pakistan
Quantitative Following factors are important for job switching decision.
Push factors (unfair compensation, promotion opportunities, job
insecurity, recognition, working condition, work life balance,
autonomy, relationship with supervisor and co-worker, job
development opportunity and job employee match)
Pull factors (designation and title offer from other company,
offering company reputation, compensation offered by other
company)
(SHAH, FAKHR,
AHMAD, & ZAMAN,
2010)
Institute of
Information
Technology,
Pakistan
Quantitative Personal factors followed by pull factor important predictors of
turnover. Push factors are not significantly related.
his paper concludes that the most significant factor is
(HO, DOWNE, &
LOKE, 2010)
Malaysia Mixed Method Quantitative analysis revealed that pull factors are more important
while focus group discussion revealed that push factors are important
for turnover intention.
The methods employed by the researchers in a research is an
important factor that will greatly affects the reliability and accuracy of
an outcome. Out of 30 papers that have been studied in this research,
there are only 2 papers that done their research with both qualitative
and quantitative method, 2 papers done with only qualitative method
while the rest done with only quantitative method. Quantitative method
is an easier method to be analysed with the results of a survey, and it is
good in analysing results based on the number of participants that
agrees or disagree on some specific item. However, it is unreliable for
qualities that have to be measured based on their strength such as the
satisfaction towards certain aspects of a company. Without the correct
analysis with the employment of both methods, the outcome of a
certain research is considered insufficient.
Relating Herzberg’s Two-Factor Theory with Employee
Turnover Intention research
Herzberg’s two factor theory identify and analyse factors for
satisfaction, or the workplace’s motivating factors, and the factors for
dissatisfaction, or the workplace’s demotivating factors of the
employees. The analysis focus on most influential factors such as
achievement, recognition and etc. For factors for satisfaction, and
company policies, supervision and etc. For factors of dissatisfaction
that has direct impact on the employee’s thought on turnover.
Herzberg’s theory doesn’t only study on a small area of turnover
intention, but it covers almost all of the factors that promote or demote
the employee’s turnover rate. It covers some of the disadvantages of
wielding other theories in a similar paper.
Motivators in Herzberg’s Two-Factor Theory
Motivation, it can be defined as the act or process of giving
someone a reason, encouragement for doing something. Motivation are
the result of interaction between the conscious factors and unconscious
factors, such as intensity of personal needs and desire, reward and
incentive value for achieving certain goal and expectation by an
individual and of her or his peers (Ganta, 2014). Motivation effects on
person’s intensity, direction, and persistence of their intended behavior,
which can lead to great results when done right (McShane & Glinow,
2017). Motivation is an effective and powerful tool to trigger the
intention and tendency to continue or starting in doing a task. In order
to achieve a certain target or goal, motivation can be described as an
act, force and drive to satisfy the needs of personal and reinforce the
right behaviour (Bartol & Martin, 1998). In perspective of psychology,
motivation is a progress that through the psychological or physiological
needs, it stimulates performance, behaviour and productivity of an
individual for reaching the objective.
Employees make up an organization and if they do not have
organizational reward and commitment, then there is no incentive for
them to excel at their jobs (Burton, 2012). As for the motivated
employees with issue of dissatisfaction in their job, they are tending to
spend less or no effort and contribution in their jobs, produce low
quality works and trying to avoid their workplace as much as possible
they will choose to exit the organization if given the opportunity.
Compare to them, the motivated work force and employees are more
creative, and productive and turning out with high quality works and
outperform the unmotivated employees. Besides, the motivated work
force will be willing to continue staying with the organization. In this
situation, rewards and incentives in job such as bonus, paid time off,
cash and travel perk are motivating influence and factors designed to
motivate and drive the behaviour of the employee to be more
productive.
The act of motivation can be identified as an effective tool and
instrument for the organization to increase the employees’ confidence
and inspiring the work force in the company. The factors of
dissatisfaction and motivation will directly affect the intention of the
employees to turnover in an organization. Therefore, in order to create
a successful company in its operation, it is important for the
organization to under relationship between the motivational factors and
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Journal of Research in Psychology 1(2); 10-15
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
7
dissatisfaction and turnover intention and utilizing it to satisfying their
employees.
Motivation has been extensively studied and research over the
decades by organization for stimulate their employee and achieving the
excellent output. There are different kinds of theories which explaining
the motivation in employees, which including hierarchy of needs
theory, two-factor theory, equity theory and expectancy theory. For the
theory of Herzberg of two-factor related with the motivation-hygiene
concept, the theory is giving a clear explanation that the process and
the progress of the motivation and the motivation can be divided into
two major part which are the factor of the Motivators and the Hygiene
factors. Besides, this theory also determined and mentioning that
potential work factors such as the opportunities for advancement,
factors of job security and wages that will made the employees to feel
great about their current job and position and existence of which factors
will affect the workers to feel bad about their job.
For the factors of the motivation, it can be explained as the
factor that strongly related and affected to the job satisfaction. These
factors are including the achievement through the job, recognition of
the employer towards the workers, the responsibility of the employee
for the job position, opportunities in decision making in the
organization, challenge in the working place, the opportunities for
promotion for the employees in the organization and the opportunities
for the personal growth through the job and inside the organization. The
factors are heavily influence in the overall job satisfaction of an
employee (Skripak, 2016). Intention of the employee to continue to
stay within the organization will be low if any of the following
motivation factors’ achievement are low in an organization, although
the retention had been done by the organization towards the work
forces, the employee still will choose to leave instead of continuing to
serve with the company.
Hygiene factors in Herzberg’s Two-Factor Theory
For the hygiene factors in the theory, the theory explained that
the hygiene factors are the factors that are not so dominant and strong
contributors towards the satisfaction of the worker but the presence of
the hygiene factors are important and required to present in order to
meet a employees’ expectation and prevent them to have the feelings
of job dissatisfaction. The hygiene factors included the policy of the
organization, the quality of the supervision by the company, the
working environment and condition, the employees’ relationship with
the owner, salary paid and the employee’s relationship with their peers.
In short, the hygiene factors can be described as the factors that related
to the environment that in which it’s performed. Although the hygiene
factors seem like minor and subordinate factors to be satisfied for the
employees to increase their job satisfaction but the factors are
extremely fragile, as once the factors are fulfilled and not present as the
expectation by the employees, it will cause the level of the job
dissatisfaction to increase and forcing the workers and employees to
give up on their jobs.
In short, for the Herzberg’s Two Factor theory, the hygiene
factors are the basic and the main requirement of the employees to
maintain the level of the job satisfaction and precluding the intention
and feelings of job dissatisfaction. The motivation factors in the theory
can be described as the drivers and the stimulants to encourage and
arousing the employees to be more productivity and maintaining their
good behaviour in the organization and further increasing the job
satisfaction. In this competitive market nowadays, application of the
Herzberg’s Two Factor theory by the organization to motivate their
employees seem to be important especially in this changing and
challenging market that having a trade war among the U.S and China.
A typology of Employee Turnover Intention perspective and
their implications for theory and research
In the view of Nanayakkara and Dayarathna (2016) the
study done in the Sri Lanka by using the theory of the Herzberg’s Two
Factor Theory of Motivation and it shows that the motivation and
hygiene factor are important in the working field. For the result of this
study, it shows that in the group non-executive level employees in
selected super markets in Colombo, Sri Lanka, the motivated employee
demonstrates greater effort and creativity in their works, more involved
in their task and more productivity than those less intrinsically
motivated workers. The study recommends that in order to increase the
productivity and the performance of the employees, the organization
should demonstrate and balancing in both factors of motivational
factors and hygiene factors to avoid the dissatisfaction in job and
increase the level of the job satisfaction in the same time.
Another study of Herzberg’s Two Factor Theory of Motivation
about the job satisfaction been done by the Tan and Waheed (2011). In
the research, the study had included the employees from different kinds
retail stores in Malaysia and study how the motivational factors of
money can, and high salary will affect the job performance and the job
satisfaction of the employee. It shows that the salesperson and the
employees with sales task and position are having a greater emphasis
on the hygiene factors rather than the motivational factors. Although
the motivational factors of high paid salary are giving an effect towards
the job satisfaction of workers but the workers more emphasis on the
working condition, the company policy and the sales target set by the
company. Results and recommendation toward this study show that
organization should prepare a reward scheme that need to consider with
the four motivational factors that emphasis by the employee which are
the money and salary paid, the working conditions and environment,
recognition by the company and the company policy. As the four
factors are important and can be used in helping in improving
productivity and job satisfaction of the employees.
Through various and numerous researches and studies, it
demonstrates that the Herzberg’s Two Factor Theory of Motivation
proven to be effective in increasing the performance and the job
satisfaction of employee, but the results of the studies remain not
consistent from all the findings. For nowadays, in the era where the
numbers of turnover rate projected to be increase, there is less relevant
and related studies in the market and Malaysia about how the
Herzberg’s Two Factor Theory of Motivation, the motivational factors
and hygiene can be used to affecting the employees’ turnover intention
to overcome the problem of turnover of the employees and maximizing
the employee retention rate.
It is common in many countries that the government’s
employees are treated in a different way than the employees of private
sector. Hence the result of this research might not be able to relate to
the private sector. Furthermore, the turnover of the employees from
public sector are usually towards the private sector. And after the
employees hopping into the private sector, the factors affecting the
turnover intention might have a huge difference with that of the public
sector. My suggestion is that the paper should be done on both public
and private sector. Mainly focus on the turnover intention of the
employees of the public sector towards the private sectors and vice
versa. In this case, the research is done more specifically, and in such
way a more accurate and useful result can be obtained.
Although there is various research has been done in
investigating the employees’ turnover intention in different industries
and countries. Instead of applying theories in the research, lots of
research just pick few variables that they assume to be having
significant influences towards the turnover intentions. However, most
of the variables are able to be categorize in the two factors of
Herzberg’s Theory. It is important to categorise the variables as the
motivators and hygiene factors play different role in influencing the
turnover intentions. Therefore, the study in investigating the turnover
intentions is recommended to implement the Herzberg’s Two Factor
Theory in order to obtain the more precise result.
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
7
dissatisfaction and turnover intention and utilizing it to satisfying their
employees.
Motivation has been extensively studied and research over the
decades by organization for stimulate their employee and achieving the
excellent output. There are different kinds of theories which explaining
the motivation in employees, which including hierarchy of needs
theory, two-factor theory, equity theory and expectancy theory. For the
theory of Herzberg of two-factor related with the motivation-hygiene
concept, the theory is giving a clear explanation that the process and
the progress of the motivation and the motivation can be divided into
two major part which are the factor of the Motivators and the Hygiene
factors. Besides, this theory also determined and mentioning that
potential work factors such as the opportunities for advancement,
factors of job security and wages that will made the employees to feel
great about their current job and position and existence of which factors
will affect the workers to feel bad about their job.
For the factors of the motivation, it can be explained as the
factor that strongly related and affected to the job satisfaction. These
factors are including the achievement through the job, recognition of
the employer towards the workers, the responsibility of the employee
for the job position, opportunities in decision making in the
organization, challenge in the working place, the opportunities for
promotion for the employees in the organization and the opportunities
for the personal growth through the job and inside the organization. The
factors are heavily influence in the overall job satisfaction of an
employee (Skripak, 2016). Intention of the employee to continue to
stay within the organization will be low if any of the following
motivation factors’ achievement are low in an organization, although
the retention had been done by the organization towards the work
forces, the employee still will choose to leave instead of continuing to
serve with the company.
Hygiene factors in Herzberg’s Two-Factor Theory
For the hygiene factors in the theory, the theory explained that
the hygiene factors are the factors that are not so dominant and strong
contributors towards the satisfaction of the worker but the presence of
the hygiene factors are important and required to present in order to
meet a employees’ expectation and prevent them to have the feelings
of job dissatisfaction. The hygiene factors included the policy of the
organization, the quality of the supervision by the company, the
working environment and condition, the employees’ relationship with
the owner, salary paid and the employee’s relationship with their peers.
In short, the hygiene factors can be described as the factors that related
to the environment that in which it’s performed. Although the hygiene
factors seem like minor and subordinate factors to be satisfied for the
employees to increase their job satisfaction but the factors are
extremely fragile, as once the factors are fulfilled and not present as the
expectation by the employees, it will cause the level of the job
dissatisfaction to increase and forcing the workers and employees to
give up on their jobs.
In short, for the Herzberg’s Two Factor theory, the hygiene
factors are the basic and the main requirement of the employees to
maintain the level of the job satisfaction and precluding the intention
and feelings of job dissatisfaction. The motivation factors in the theory
can be described as the drivers and the stimulants to encourage and
arousing the employees to be more productivity and maintaining their
good behaviour in the organization and further increasing the job
satisfaction. In this competitive market nowadays, application of the
Herzberg’s Two Factor theory by the organization to motivate their
employees seem to be important especially in this changing and
challenging market that having a trade war among the U.S and China.
A typology of Employee Turnover Intention perspective and
their implications for theory and research
In the view of Nanayakkara and Dayarathna (2016) the
study done in the Sri Lanka by using the theory of the Herzberg’s Two
Factor Theory of Motivation and it shows that the motivation and
hygiene factor are important in the working field. For the result of this
study, it shows that in the group non-executive level employees in
selected super markets in Colombo, Sri Lanka, the motivated employee
demonstrates greater effort and creativity in their works, more involved
in their task and more productivity than those less intrinsically
motivated workers. The study recommends that in order to increase the
productivity and the performance of the employees, the organization
should demonstrate and balancing in both factors of motivational
factors and hygiene factors to avoid the dissatisfaction in job and
increase the level of the job satisfaction in the same time.
Another study of Herzberg’s Two Factor Theory of Motivation
about the job satisfaction been done by the Tan and Waheed (2011). In
the research, the study had included the employees from different kinds
retail stores in Malaysia and study how the motivational factors of
money can, and high salary will affect the job performance and the job
satisfaction of the employee. It shows that the salesperson and the
employees with sales task and position are having a greater emphasis
on the hygiene factors rather than the motivational factors. Although
the motivational factors of high paid salary are giving an effect towards
the job satisfaction of workers but the workers more emphasis on the
working condition, the company policy and the sales target set by the
company. Results and recommendation toward this study show that
organization should prepare a reward scheme that need to consider with
the four motivational factors that emphasis by the employee which are
the money and salary paid, the working conditions and environment,
recognition by the company and the company policy. As the four
factors are important and can be used in helping in improving
productivity and job satisfaction of the employees.
Through various and numerous researches and studies, it
demonstrates that the Herzberg’s Two Factor Theory of Motivation
proven to be effective in increasing the performance and the job
satisfaction of employee, but the results of the studies remain not
consistent from all the findings. For nowadays, in the era where the
numbers of turnover rate projected to be increase, there is less relevant
and related studies in the market and Malaysia about how the
Herzberg’s Two Factor Theory of Motivation, the motivational factors
and hygiene can be used to affecting the employees’ turnover intention
to overcome the problem of turnover of the employees and maximizing
the employee retention rate.
It is common in many countries that the government’s
employees are treated in a different way than the employees of private
sector. Hence the result of this research might not be able to relate to
the private sector. Furthermore, the turnover of the employees from
public sector are usually towards the private sector. And after the
employees hopping into the private sector, the factors affecting the
turnover intention might have a huge difference with that of the public
sector. My suggestion is that the paper should be done on both public
and private sector. Mainly focus on the turnover intention of the
employees of the public sector towards the private sectors and vice
versa. In this case, the research is done more specifically, and in such
way a more accurate and useful result can be obtained.
Although there is various research has been done in
investigating the employees’ turnover intention in different industries
and countries. Instead of applying theories in the research, lots of
research just pick few variables that they assume to be having
significant influences towards the turnover intentions. However, most
of the variables are able to be categorize in the two factors of
Herzberg’s Theory. It is important to categorise the variables as the
motivators and hygiene factors play different role in influencing the
turnover intentions. Therefore, the study in investigating the turnover
intentions is recommended to implement the Herzberg’s Two Factor
Theory in order to obtain the more precise result.
Journal of Research in Psychology 1(2); 10-15
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
8
Although various research been done which including the
motivational factors and hygiene factors in the Herzberg’s Two Factor
Theory of Motivation to measure how the factors affecting the job
satisfaction, performance of the employee, the studies did not clearly
compare either the motivational factors of the hygiene factor is more
important in reducing the employees’ turnover intentions. Besides,
there are limited of studies that using mixed mode in testing the theory
especially in Malaysia and only 1 research based on Herzberg’s theory
done in Johor. Therefore, this study will take place in Johor and focus
on the motivational factors and factors of hygiene from Herzberg’s
theory to investigate how it may affect the employees’ turnover
intention from Malaysia perspective.
CONCLUSION
After undertaking the task of systematically reviewing the
relationship between two broad and controversial structures: Employee
turnover intention and Herzberg's two-factor theory. Our motivation is
to significantly increase the number of studies linking these two
structures in the absence of open conceptualization and theoretical
construction. We have provided the results of the review, which is not
surprising. The field of development research is decentralized,
temporary and highly biased. This research also reveals important
details of the various arguments and viewpoints used so that we can
achieve our goal of reducing the turnover intention by including the
overall concept of Herzberg's two-factor theory: hygiene factors and
motivator factors.
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Katsikea, E., Theodosiou, M., & Morgan, R. E. (2015). Why people quit:
Explaining employee turnover intentions among export sales
managers. International Business Review, 24(3), 367-379.
Mbah, S. E., & Ikemefuna, C. (2012). Job satisfaction and employees' turnover
intentions in total Nigeria PLC in Lagos State. International Journal
of Humanities and Social Science, 2(14), 275-287.
McShane, S., & Glinow, M. A. V. (2017). Organizational behavior: McGraw-
Hill Education.
Merhar, C. (2016). Employee Retention–The real cost of losing an employee.
Zane Benefits Small Business Employee Benefits and HR Blog.
Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001).
Why people stay: Using job embeddedness to predict voluntary
turnover. Academy of management journal, 44(6), 1102-1121.
Nanayakkara, M., & Dayarathna, N. (2016). Application of Herzberg’s Two
Factor Theory of Motivation to Identify Turnover Intention of the
Non-Executive Level Employees in Selected Super Markets in
Colombo, Sri Lanka.
Nwagbara, U., Smart Oruh, E., Ugorji, C., & Ennsra, M. (2013). The Impact of
Effective Communication on Employee Turnover Intension at First
Bank of Nigeria. Economic Insights-Trends & Challenges, 65(4).
O’Connell, M. (2010). Employee Turnover & Retention: Understanding the
True Costs and Reducing them through Improved Selection
Processes. Industrial Management article, 2.
Ongori, H. (2007). A Review of the Literature on Employee Turnover. African
Journal of Business Management, 049-054.
Ozolina-Ozola, I. (2014). The impact of human resource management practices
on employee turnover. Procedia-Social and Behavioral Sciences,
156, 223-226.
Pathak, S., & Tripathi, V. (2010). Sales Force Turnover: An Exploratory Study
of the Indian Insurance Sector. Management (18544223), 5(1).
RAHMAN, S., WAHAB, R., & NADZRI, S. (2018). Motivation of Academic
Staff: Herzberg Motivation-Hygiene Theory. Paper presented at the
Proceeding of the 5th International Conference on Management and
Muamalah.
Semmer, N. K., Elfering, A., Baillod, J., Berset, M., & Beehr, T. A. (2014). Push
and pull motivations for quitting. Zeitschrift für Arbeits-und
Organisationspsychologie A&O.
Shah, I. A., Fakhr, Z., Ahmad, M. S., & Zaman, K. (2010). Measuring push, pull
and personal factors affecting turnover intention: a case of university
teachers in Pakistan. Review of Economic and Business studies, 3(1),
167-192.
Siddiqui, R. S., Syed, N. A., & Hassan, A. (2012). Relationship between job
satisfaction & employee turnover intention. Global Management
Journal for Academic & Corporate Studies, 2(1), 39.
Skripak, S. J. (2016). Fundamentals of business: Virginia Tech.
Sufyan, M. Z., & Maqsood, A. (2010). Role of Push Vs Pull Factors in
Employee Job Switch Decision. Journal of Independant Studies and
Research.
Tan, T. H., & Waheed, A. (2011). Herzberg's motivation-hygiene theory and job
satisfaction in the Malaysian retail sector: The mediating effect of
love of money.
Tarallo, M. (2018). Society of Human Resource Management How to Reduce
Employee Turnover Through Robust Retention Strategies. Retrieved
from https://www.shrm.org/resourcesandtools/hr-topics/talent-
acquisition/pages/how-to-reduce-employee-turnover-through-
robust-retention-strategies.aspx
Zheng, K. (2015). Azcentral. Does High Turnover Affect Productivity?
Retrieved from https://yourbusiness.azcentral.com/high-turnover-
affect-productivity-5329.html
Copyright © 2019 Authors. This is an open access article distributed under the Creative Commons Attribution License, which permits unrestricted use, distribution,
and reproduction in any medium, provided the original work is properly cited.
8
Although various research been done which including the
motivational factors and hygiene factors in the Herzberg’s Two Factor
Theory of Motivation to measure how the factors affecting the job
satisfaction, performance of the employee, the studies did not clearly
compare either the motivational factors of the hygiene factor is more
important in reducing the employees’ turnover intentions. Besides,
there are limited of studies that using mixed mode in testing the theory
especially in Malaysia and only 1 research based on Herzberg’s theory
done in Johor. Therefore, this study will take place in Johor and focus
on the motivational factors and factors of hygiene from Herzberg’s
theory to investigate how it may affect the employees’ turnover
intention from Malaysia perspective.
CONCLUSION
After undertaking the task of systematically reviewing the
relationship between two broad and controversial structures: Employee
turnover intention and Herzberg's two-factor theory. Our motivation is
to significantly increase the number of studies linking these two
structures in the absence of open conceptualization and theoretical
construction. We have provided the results of the review, which is not
surprising. The field of development research is decentralized,
temporary and highly biased. This research also reveals important
details of the various arguments and viewpoints used so that we can
achieve our goal of reducing the turnover intention by including the
overall concept of Herzberg's two-factor theory: hygiene factors and
motivator factors.
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490-482–490.
Katsikea, E., Theodosiou, M., & Morgan, R. E. (2015). Why people quit:
Explaining employee turnover intentions among export sales
managers. International Business Review, 24(3), 367-379.
Mbah, S. E., & Ikemefuna, C. (2012). Job satisfaction and employees' turnover
intentions in total Nigeria PLC in Lagos State. International Journal
of Humanities and Social Science, 2(14), 275-287.
McShane, S., & Glinow, M. A. V. (2017). Organizational behavior: McGraw-
Hill Education.
Merhar, C. (2016). Employee Retention–The real cost of losing an employee.
Zane Benefits Small Business Employee Benefits and HR Blog.
Mitchell, T. R., Holtom, B. C., Lee, T. W., Sablynski, C. J., & Erez, M. (2001).
Why people stay: Using job embeddedness to predict voluntary
turnover. Academy of management journal, 44(6), 1102-1121.
Nanayakkara, M., & Dayarathna, N. (2016). Application of Herzberg’s Two
Factor Theory of Motivation to Identify Turnover Intention of the
Non-Executive Level Employees in Selected Super Markets in
Colombo, Sri Lanka.
Nwagbara, U., Smart Oruh, E., Ugorji, C., & Ennsra, M. (2013). The Impact of
Effective Communication on Employee Turnover Intension at First
Bank of Nigeria. Economic Insights-Trends & Challenges, 65(4).
O’Connell, M. (2010). Employee Turnover & Retention: Understanding the
True Costs and Reducing them through Improved Selection
Processes. Industrial Management article, 2.
Ongori, H. (2007). A Review of the Literature on Employee Turnover. African
Journal of Business Management, 049-054.
Ozolina-Ozola, I. (2014). The impact of human resource management practices
on employee turnover. Procedia-Social and Behavioral Sciences,
156, 223-226.
Pathak, S., & Tripathi, V. (2010). Sales Force Turnover: An Exploratory Study
of the Indian Insurance Sector. Management (18544223), 5(1).
RAHMAN, S., WAHAB, R., & NADZRI, S. (2018). Motivation of Academic
Staff: Herzberg Motivation-Hygiene Theory. Paper presented at the
Proceeding of the 5th International Conference on Management and
Muamalah.
Semmer, N. K., Elfering, A., Baillod, J., Berset, M., & Beehr, T. A. (2014). Push
and pull motivations for quitting. Zeitschrift für Arbeits-und
Organisationspsychologie A&O.
Shah, I. A., Fakhr, Z., Ahmad, M. S., & Zaman, K. (2010). Measuring push, pull
and personal factors affecting turnover intention: a case of university
teachers in Pakistan. Review of Economic and Business studies, 3(1),
167-192.
Siddiqui, R. S., Syed, N. A., & Hassan, A. (2012). Relationship between job
satisfaction & employee turnover intention. Global Management
Journal for Academic & Corporate Studies, 2(1), 39.
Skripak, S. J. (2016). Fundamentals of business: Virginia Tech.
Sufyan, M. Z., & Maqsood, A. (2010). Role of Push Vs Pull Factors in
Employee Job Switch Decision. Journal of Independant Studies and
Research.
Tan, T. H., & Waheed, A. (2011). Herzberg's motivation-hygiene theory and job
satisfaction in the Malaysian retail sector: The mediating effect of
love of money.
Tarallo, M. (2018). Society of Human Resource Management How to Reduce
Employee Turnover Through Robust Retention Strategies. Retrieved
from https://www.shrm.org/resourcesandtools/hr-topics/talent-
acquisition/pages/how-to-reduce-employee-turnover-through-
robust-retention-strategies.aspx
Zheng, K. (2015). Azcentral. Does High Turnover Affect Productivity?
Retrieved from https://yourbusiness.azcentral.com/high-turnover-
affect-productivity-5329.html
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