4, 400–407, 2011 Printed in the United States of America Time Pressure, Employee Well-being, Perceived Organizational Support and Turnover Intention of IT Executives in Malaysia: A Propo
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1 Adv Sci Lett Vol 4, No 2, 2011 1936-6612/2011/4/400/008 doi:10.1166/asl.2011.1261
Copyright © 2011 American Scientific Publishers Advanced Science Letters All rights reserved Vol 4, 400–407, 2011 Printed in the United States of America
Time Pressure, Employee Well-being, Perceived Organizational Support and Turnover Intention of IT Executives in Malaysia: A Proposed Conceptual
Framework
Naseebullah Langove1, Ahmad Shahrul Nizam Isha2 and Muhammad Umair Javaid3
1,2,3
Department of Management and Humanities, Universiti Teknologi PETRONAS
Bandar Seri Iskandar, Tronoh (31570) Perak, Malaysia
Globalization stimulates the role of information technology (IT) among emerging market and creates new challenges for
organizations to be competitive to survive in the market These challenges alter and threaten the capability of employees in
their working environment Time pressure is regarded as one of key factors which negatively contribute to the employee
turnover among IT Executives in Software Companies This study in response to this issue aims to examine the impact of
time pressure on well-being and turnover intention with the moderating role of perceived organizational support This study
is based on a conceptual framework and the data will be collected to observe the relationship between time pressure,
employee well-being, perceived organizational support and turnover intention with the help of structural equation modeling
To the best knowledge of researcher, none of the study has found out the time pressure with the mediating variable of
employee well-being and moderating variable of perceived organizational support
Keywords: Time Pressure, Well-being, Turnover Intention, Perceived organizational support
1 INTRODUCTION
Time pressure is one of challenging and critical factor
which also oblige towards turnover Time pressure is the
demand to work faster than usual to complete the given
tasks 1-3 Many projects groups have hard time to meet the
deadline4 A survey conducted among 91 managers of
project teams, where 56% indicated to fail in achieving
the deadlines5 A high work pressure could lead to a stress
and this usually leads to a turnover The definition of
turnover intention is pertinently defined as “the conscious
and deliberate wilfulness to leave the organisation”(p
262)6 High turnover may have some disruptive
consequences in terms of impaired organizational
operational, service delivery and administration7 It also
affect the costs of employee’s re-hiring and re-training for
*
Email Address: naseebullah_g02775@utp.edu.my
organizations8 In IT industries, turnover intention is very high in comparison to other fields in view of inconstancy, unpredictability and inconsistence of the IT field9 As outlined by (HayGroup)10 where they projected that the turnover will certainly increase, particularly in the developing economies in Asia as well as in Latin America
An additional report of (Aon Hewitt, 2009-2011)11 pointed out that Malaysia had a turnover rate of 15 9% in
2011, showing a rise over the last years and considered in the sixth position among Asia Pacific countries Malaysian Employers Federation (MEF) executive director Shamsuddin Bardan reported that the highest annual turnover rate has been found in the service sector of IT with 75.72%12 Comparatively, the IT industries found to be affected more in turnover intention
in Malaysian contexts
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In organizations employees frequently feel two types of
job in terms of stresses; those are positive and negative
dimension The positive dimension refers to the concepts
of well-being and ability to cope with the face of
adversity, whereas the negative one includes
psychological and psychiatric disorders13 Coupled with
the pressing organizational demands to retain a healthy,
optimally functioning and engaged workforce suggests a
necessity of research in the field of workplace well-being
14-16
A number of employees in European communities
are interested with improving and sustaining employee
well-being and many are also enthusiastic to take pay-cuts
to be healthier and happier17 Nevertheless, a very little
empirical research has been conducted on time pressure in
context of employee well-being to retain employees for
longer period of time
This study inspires us to observe an intensive
literature review of time pressure that critically affects
and negatively contributes to the turnover intention
among IT executives based on moderated and mediation
role of perceived organizational support (POS) and
employee well-being
2 LITERATURE REVIEW
A Time Pressure
Time scarcity is defined as “the difference between the
amount of required and available time at one’s disposal
while performing an activity”18
A time pressure is the degree to which people being aware of time limits and
feel to have too much to do in too little time, which more
they experience time pressure 19 Time pressure has been
directly or indirectly documented in several studies For
instance, the level of cortisol complains of employees
about work overload during the work week and less
complain about cortisol level in a weekend20 A number of
studies had shown a risk of developing illness due to
highly demanding work requests like time scarcity and
overtime hours21-23 Other studies also demonstrated that
time pressure has negatively affected the performance19,24
Time pressure has a negative effect on well-being 19,25
B Perceived Organizational Support
Perceived organizational support construct is one of
the focus relationships between employee-organization26
Further they stated that employees react what they receive
from organization to form “global perceptions concerning
the extent to which the organization values their
contributions and cares about their well-being”26
Perceived organizational support is also defined as “how
much the organization values employee’s contributions
and cares about them”27
Perceived organizational support
is one of the great interest variables among analysts in
terms of job satisfaction and well-being28 Organizations
sufficient support to employees in return will give
optimum level of performance29,30 Basically perceived
organizational support is the degree where employees feel
that organization fairly treat and compensate on behalf of
their efforts31 When perceived organizational support is higher among employees, the reciprocity norm32 stimulates them and work hard to achieve organizational goals and objectives26 Perceived organizational support can be achieved by fulfilling employee’s socio-emotional needs and extra efforts reward will help employees to do better jobs26 The purpose behind perceived organizational support is to increase employee’s attachment to the organizations; in return employees give more value and adopt organizations regulations and principles28 Perceived organizational support absolutely mediates the relationship between career development and internal promotion with turnover intention among knowledge workers33
Some studies have found that organizational support plays a significant buffering effect in pressure results and retention intention34 Another study mentioned that perceived organizational support can release the effect of stress35
C Employee Well-Being
It is explained in the study that organizational commitment, job satisfaction, and well-being at work are the predictors of the coming out of turnover intentions36
A study revealed that a positive impact of well-being on job satisfaction and negative impact on turnover intention37 Having satisfied their well-being at work, employees might be more productive, positively contributing to the organization's goals, and making intentions to leave minimized38 An employee well-being has a significant contribution to the enhancement of productivity and organizational performance39 Hence, it also enhances customer service, profitability, and minimizes employee turnover and absenteeism40 Based
on this above statement, it clearly states that the well-being of employee reduce the turnover intention
D Turnover Intention
The definition of turnover intention has been defined as:
“the conscious and deliberate willfulness to leave the organization” (p 262)6
Two types of Turnover are voluntary and involuntary turnover Voluntary turnover
is about a process where an employee making decision on staying or leaving the organization, while involuntary turnover is a situation where an organization has the control over the employee’s decision in staying or leaving the organization41
Ratcheting up of workloads and work time expectations that increase time pressure on all workers42 and also this gesture will increase the level of turnover Employee’s turnover is positively related to workload (time pressure)43
Employee well-being has a significant contribution to the enhancement of productivity and organizational performance39 Having fulfilled their well-being in workplace, employees might be more productive, positively contributing to the organization's goals, and
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3
making less intention to leave organizations38 Well-being
has a significant impact on job satisfaction and negative
impact on turnover intention37 Hence, it also enhances
customer service, profitability, and minimizes employee
turnover and absenteeism (Amin & Akbar, 2013)
3 ORGANIZATIONAL SUPPORT THEORY
According to organizational support theory, the
development of perceived organizational support is
encouraged by employee’s tendency to assign the
organization human like characteristics44 On the basis of
the organization’s personification, employees view their
favorable or unfavorable treatment as an indication that
the organization favors or disfavors them45 Further
adding elaborating to the point, they also mentioned that
organizational support theory addresses the psychological
processes underlying consequences of perceived
organizational support in three perspectives
First, on the basis of mutually exchange to care about
organization’s welfare and to help the organization in
achieving its objectives
Second, the caring, approval, and respect predicted by
POS should be fulfilling socio-emotional needs, leading
workers to incorporate organizational membership and
role status into their social identity
Third, POS should strengthen employee’s beliefs that
organization recognizes and rewards will also increase the
performance of the organization These processes should
have favorable outcomes both for employees (e.g.,
increased job satisfaction and heightened positive mood)
and for the employers (e.g., increased affective
commitment, performance and reduced turnover)
4 Conceptual Framework
Theoretical framework highlights and explains the key
components of well-being at workplace of IT executives
The proposed framework has been developed based on
in-depth literature and knowledge The key constructs of
employee well-being at the workplace have been
identified as a mediating variable of the framework In
line with our perspective, the concept of well-being has
been considered as the comprehensive and more
enriching construct of the framework The well-being of
employees apparently is not only affected by any factors,
but also determined by the unit of analysis
Figure 1: Proposed Conceptual Framework
For independent variable, time pressure represents (psychosocial risks) that significantly contributes to the employee’s well-being; while the intervention of perceived organizational support might raise the well-being of employees
5 SCALES MEASUREMENT
Measurement scales of this study have been given below
Time pressure will be measured while adopting the scale of 46 with nine items, subject to ask about their lives over the previous 12 months period using a Likert scale (“strongly disagree” to strongly agree”) with a range of
1-4 The example of 1-scale item is “You never seem to have enough time to get everything done”
Employee well-being usually considered as covering happiness, health and relationship-oriented elements47,48 Happiness indicates global job satisfaction and health issues complemented with the concepts of fatigue and stress, while relationship-oriented reflects the concept of work life balance48 In this study, we are looking job satisfaction, fatigue and work life balance as employee well-being
Job Satisfaction will be measured on four items from49 As an example, the items include as “Generally speaking, I feel satisfied with this job” The items are scored on a five point Likert scale ranging from (1-strongly agree to 5-(1-strongly disagree)
Fatigue scale has been adopted from50
, having eight items and the example of one item is “Because of fatigue, I am less able to finish tasks that require thinking” with five response scale (“1-No problem” to “5-extreme problem”)
Work life Balance will be measured on six items which has been adopted from48,51 As for the item example
is concerned, it is like this “My family or friends dislike how often I am preoccupied with my work while I am at home” The response scale range from (“1-Never” to “5-Very often”)
Perceived organizational support will be measured based on eight items adopted45 The example of one item
is “my organization really care about employees well-being” using 7-point Likert scale (“1-strongly disagree”
to “7-strongly agree”)
The turnover intention measure is based on five items from52 It included items related to the three cognitions of
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the thought of quitting, search, and the intention to quit
As for instance, the items will be “I do not think I will
spend my entire career with this organization”, using
Likert Scale (“strongly disagree” to “strongly agree”)
ranging from 1-7
5 CONCLUSION AND FUTURE WORK
In current globalization the trend of competition
stimulates worldwide and enforcing government and
organizations to sustain a competitive advantage
domestically and internationally To be competitive and to
sustain globally, competition build a pressure on
companies to continually improve quality and be
innovative53 In this way, all organizations depend on
human capital to fulfil their objectives while ignoring the
interest and well-being of employees which may enhance
stress and lead to turnover intention In service sector, IT
industry is one of growing and economy generating
industries for every country, the rapid of IT innovations
may continuously involve high work pressure that
negatively affect the well-being of the employees
According to the Malaysian Employer Federation
Executive (MEF, 2012) the main factor behind turnover in
Malaysia is work life balance, which is affected with
work load in less time To increase the well-being of
employees, there should be an organizational support to
facilitate the employee’s issues, especially in terms of
work life balance and job satisfaction If these both have
been entertained by the organizations, the level of fatigue
and turnover intention will be decreased
In future this study will collect data from IT executives in
software companies of Malaysia to validate the proposed
framework through structural equation modelling
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