[雙語翻譯]員工離職人才流失外文翻譯--馬來西亞私營部門員工離職原因及影響的定性研究

1、4400 英文單詞， 英文單詞，25000 英文字符，中文 英文字符，中文 7300 字文獻(xiàn)出處： 文獻(xiàn)出處：Arokiasamy A R A. A qualitative study on causes and effects of employee turnover in the private sector in Malaysia[J]. Middle East Journal of Scientific Research, 20

2、13, 16(11):1532-1541.A Qualitative Study on Causes and Effects of Employee Turnover in the Private Sector in MalaysiaAnantha Raj A. ArokiasamyAbstractThe term “employee turnover” is an important metric that is often cent

3、ral to organizations’ workforce planning and strategy. The reasons why employees leave their current positions; not just the fact that they leave have crucial implications for future retention rates among current staff,

4、job satisfaction and employee engagement and an organization’s ability to attract talented people for job vacancies. The impact of turnover has received considerable attention by senior management, human resources profes

5、sionals and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting several organizations globally. The purpose of this research is therefore,

6、to find out the actual reasons behind turnover and its damaging effects on the productivity of manufacturing industries in Malaysia. To explore turnover in greater detail, this article will examine the main sources of em

7、ployee turnover, its effects and recommend some strategies on how an organization can retain employees and reduce employee turnover.Key words: Employee turnover , Sources, Effects ,Causes and strategiesINTRODUCTIONWith t

8、he effect of globalization in the world, it has been touted that every organization will have to manage their employee turnover methodically. To meet the basic necessities of offering a safe environment, good pay and ben

9、efits in an economic way is very difficult and cumbersome to an organization. Every organization wished to have high productivity, fewer turnovers and to be profitable. Managing turnover successfully is a must to achieve

10、 the above goals. Studies have also been carried out regionally and globally to explore and to study the relationship between various variable(s) with employee turnover. These studied variables include occupational conte

11、nt, leadership styles and job satisfaction [1]. The literature on employee turnover is divided into three groupings: types of employee turnover, causes of employee turnover and strategies to minimize employee turnover.Li

12、terature Review: [2] defines employee turnover as the“entrance of new employees into the organization and the departure of existing employees from the organization”. The researcher will use the term departure of existing

13、 employees interchangeably with voluntary separation or exit. [3] defined turnover rate as how many new recruitments were hired to replace resigned employees. By these definitions, turnover ‘occurs’ only when a replaceme

14、nt is successfully hired. A similar definition is provided by [4] who state that turnover means voluntary cessation of membership of an organization by an employee of that organization. Another study suggests that employ

15、ee turnover is the rotation of workers around the labor market, between different companies, occupations and jobs and also between states of employment and unemployment [5]. In an organizational context, turnover can be

16、defined as the termination of an employee’s intraorganizational career trajectory, which is composed of a sequence of job changes from job entry to exit [6].Avoidable and Unavoidable Turnover: It is also important to dis

17、tinguish between avoidable and unavoidable turnover as this too will determine the intervention needed to address the issue of employee turnover [26]. Unavoidable turnover results from life decisions that extend beyond a

18、n employer's control, such as a decision to move to a new area or a job transfer for a spouse. Avoidable turnover is something organizations can prevent by hiring, evaluating and motivating their employees more effec

19、tively. It is important to determine whether the organization is dealing with voluntary turnover that could have been prevented. Such information is important as it will direct the organization to the type of interventio

20、n needed to enhance the retention of employees [27]. According to [28], the phenomenon of turnover is psychological, organizational and costly, as cited in [29]. There is presently no accepted model for understanding the

21、 process of turnover as a whole. A variety of factors are used to evaluate the causes of employee turnover. This includes personal factors, job content factors, work environment factors and external factors.Organizationa

22、l Factors: High turnover in an organization has been attributed to instability in the management of an organization. Employees are more inclined to stay and work when the organization is stable and the work environment i

23、s consistent [30]. In organizations where there was a high level of inefficiency there was also a high level of staff turnover [31].Employees are more susceptible to work in an organization when predictability and stabil

24、ity is in force and consistent career growth will minimize employees from switching to other organization. The imposition of a quantitative approach to managing the employees led to disenchantment of staff and hence it l

25、eads to labor turnover. Therefore management should not use quantitative approach in managing its employees. Adopting a cost oriented approach to employment costs increases labor turnover [32]. All these approaches shoul

26、d be avoided if managers want to minimize employee turnover. Employees have a strong need to be informed. Practicing strong communication system between employees and employer could ultimately lower turnover of staff [33

27、]. Employees feel comfort-able to stay longer, in positions where they are involved in some level of the decision-making process. That is employees should fully understand about issues that affect their working atmospher

28、e [34]. But in the absence openness’ in sharing information, employee empowerment the chances of continuity of employees are minimal. [35] points out that a high labor turnover may mean poor personnel policies, poor recr

29、uitment policies, poor supervisory practices, poor grievance procedures, or lack of motivation. All these factors contribute to high employee turnover in the sense that there is no proper management practices and policie

30、s on personnel matters hence employees are not recruited scientifically, promotions of employees are not based on spelled out policies, no grievance procedures in place and thus employees decides to quit.Job related Fact

31、ors: Presently, there has little empirical evidence which suggests that diversity of employee will reduce turnover. There are instead much evidence to support employee turnover due to poor management and lack of consiste

32、nt evidence to support why employees leave one organization and move to another [36] argue that employees quit from organization due to economic reasons. Using economic model they showed that people quit from organizatio

33、n due to economic reasons and these can be used to predict the labor turnover in the market. Good local labor market conditions improve organizational stability [37]. According to [38], many large organizations are able

34、to retain employees mainly because of their size and also providing better chances for advancement with higher salary and benefits ensuring smooth career advancement. Links to the organization are the relationships that