Turnover intention

Background: The main purpose of this study was to analyze the impact of organizational silence and mobbing on turnover intention. Method: The statistical population of this study was 386 employees of Payam-e-Noor University of Kermanshah. In order to determine the sample size we have applied Morgan table and consequently 191 employees have were selected as sample members by random sampling method for the first half of 2018. The data collection tool was a standard questionnaire in this area. Validity (content, convergent, divergent) and reliability (loading factor, composite reliability, Cronbach's alpha) of questionnaire indicate that measuring instruments have good reliability and validity. The results of hypotheses test by SMART-PLS software and using t-test statistics. Results : Path coefficients (β) indicate that organizational silence have strong, direct and significant influence on mobbing. Mobbing have strong, direct and significant effects on turnover intention and organizational silence have weak, indirect and significant effects on turnover intention. On the other hand, mobbing can play moderator role in influence on organizational silence and turnover intention. Conclusion : Despite the design model, it can be expected that the university can reduce the level of job leave due to the variables of organizational silence and organizational mobility.

The purpose of this study was to investigate the effect of market orientation on the job attitudes of employees in sports stores in Mazandaran, IRAN. This research was a descriptive-correlational and applied study. The statistical population consisted of all employees in Nike, Adidas, Reebok, Puma, and Majid sports store. Based on Structural Equation Modeling (SEM), the research sample included 200 subjects. Standard questionnaires were used for data collection. Linear regression and structural equation modeling (SEM) with Spss18 and Lisrel version 8.3 software have been used to investigate the research hypotheses. According to the research findings, market orientation affects employees' attitudes toward the sports stores and market orientation explains 69 percent of the variance of job attitudes. Moreover, market orientation components were effective on job satisfaction, organizational commitment, role conflict, and turnover intention. Market orientation components were also effective on job attitudes of the sports store employees. Therefore, the special attention to market orientation in promoting productivity, satisfaction and increasing commitment of employees, can be critical in achieving the goals and strategies of sports stores.

Background and Theoretical Foundations: One of the dual challenges in the world of organization and management is job engagement versus job burnout. Some believe that job engagement is the positive antithesis of job burnout. Job burnout is a problem in modern societies related to living in an advanced world, particularly in the modern work environment. Researchers have identified some consequences of this phenomenon as decreased motivation, dissatisfaction, and the intention to leave the job. The main objective of this research is to examine and compare the impact of job engagement and burnout (based on the Job Demands-Resources model) on the turnover intention among seafarers. Methodology: This research is applied in terms of its objective and descriptive-survey in nature. The statistical population consists of 300 employees working in maritime organizations in Mazandaran province, with a sample size of 169 selected through random sampling based on the Krejcie and Morgan table. To measure the research variables, questionnaires were used for job demands (role conflict, job conditions, and work-home interference) from Rizzo et al. (1970), Mohammadi et al. (2011), and Wagena & Geurts (2000) with 15 questions; job resources (supervisor support, self-esteem, and feedback) from HSE, Rosenberg (1965), Hackman & Oldham (1975) with 11 questions; job burnout (exhaustion, cynicism, and professional efficacy) from Maslach (1996) with 10 questions; job engagement (vigor, dedication, and absorption) with 12 questions; and turnover intention from Cammann et al. (1979) with 3 questions. Their validity was calculated using content and face validity methods, and their reliability was confirmed by calculating Cronbach's alpha. For data analysis, demographic information (descriptive statistics) was used, and for inferential analysis, correlation tests and structural equation modeling were employed. Findings and conclusion: Statistical data analysis indicates that the impact of job resources, job demands, and job engagement on job burnout are 0.81, 0.60, and 0.30 respectively; the impact of job resources on job demands and job engagement are 0.92 and 0.70 respectively; the impact of job engagement on job burnout is 0.30; and the impact of job engagement and burnout on employees' intention to leave are 0.30 and 0.72 respectively. The research results showed that job burnout and engagement affect seafarers' turnover intention. Additionally, job engagement and demands impact burnout, while job resources influence engagement. Job demands affect seafarers' burnout, and the relationship between demands and resources as well as the impact of job resources on job burnout was confirmed.