The effects of formal training, perceived organization support and job satisfaction on employees turnover intention and job performance: a case-study in Chinese SMEs - Essay Example

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This study explores how formal training, perceived organizational support (POS) and job satisfaction could affect employee turnover intentions and job performance in Chinese construction small and medium-sized enterprises (SMEs). Questionnaire data was obtained from 138 staff in…
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The effects of formal training, perceived organization support and job satisfaction on employees turnover intention and job performance: a case-study in Chinese SMEs
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"The effects of formal training, perceived organization support and job satisfaction on employees turnover intention and job performance: a case-study in Chinese SMEs"

Download file to see previous pages To reduce employee turnover intentions, it is better for SMEs to build a reciprocate culture among employees and develop a long-term employment relationship with the employees. Also, SMEs should pay attention to keep the fit of employee’s skill and job responsibility after training, such as promotion or extended job requirements. Moreover, managers need to find how employees feel supported and how to fulfill their needs in order to reduce turnover intentions and achieve a high level of commitment.
It is not the only large firms could rule the world economy today, but also small and medium-sized enterprise (SMEs) which are taking an increasingly significant role in the economic life. In China, there are 99.6 per cent of enterprises are SMEs (Cunningham, 2010). SMEs are playing crucial roles of economic, social and political in creating employment, utilizing resources and income (Nelson, 1987). However, it is difficult for SMEs to retain their employees. According to Cully et al. (1999), SMEs are more instable and their human resource management (HRM) is informal. Barrett and Mayson (2005) noted that the main challenge for SMEs is to find right and skilled employees and retain them. There are several reasons to explain why SMEs are difficult to remain staffs. Firstly, according to Williamson (2000), SMEs are perceived to have lower levels of legitimacy and are less proper or appropriate to work to by employees’ perceptions. Secondly, there is always a lack of financial support to employees (Cardon and Stevens, 2004). Thirdly, because of limited size of SMEs, employees have fewer chances to develop and advance their careers (Marlow, 2000; Patton, Marlow and Hannon, 2000, Williamson, 2000). Hence, this study will focus on how different factors will influence the turnover intentions and job performance in SMEs and it is worthwhile to study Chinese construction firms ...Download file to see next pagesRead More
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