Linking Career Development Practices To Turnover ...

Linking Career Development Practices To Turnover Intention: The Mediating Role Of Perceived Organizational Support Siti Norizan , Siti Noorjannah, M.Lokman, Pg.M.Auza’e, Athifah Najwani Universiti Tun Abdul Razak Abstract This study is to investigate the mediating role of perceived organizational support (POS) in relationship with career development practice (CDP) with turnover intention (TOI) of 208 employees from banking sector in Malaysia. Primarily, data were collected from selected banks. Under individual perception of long-term CDP, structural equation modelling analysis revealed that POS completely mediates perceptions of career development opportunities, supervisory support and organizational reward among employees whereas turnover intention does not really supported by POS. Keywords Career Development Practices, Perceived Organizational Support, Turnover Intention, Banking Sector Introduction Human resources are the most important element in any organization. For any organisation to be competitive and successful, they need to have very strong and reliable human resources. Organization must find ways to support their valuable assets which is one way to maintain their loyalty with the organization. For any organization to be competitive over the others, organization must have a talent that is cannot be duplicated or imitated by the competitors, and this talent is considered the most valuable asset if managed and engaged properly (Anita, 2013). Banking industry is one of the competitive industries. Due to the stiff competitiveness, the level of pressure is high. If employees cannot with stand the demand of the workplace, they might end up quitting the job. Especially, if the employers do not provide them with any strong reason in order to retain them to not leave the organisation. The strong reason by employers of not leaving could be in term of monetary and non- monetary. Monetary reason can be due to salary, commission and bonus. Non- monetary could be due to job satisfaction, organizational support or internal promotion. Perceived Organizational Support (POS) literature has been widely reviewed by previous study. This literature has been widely examined in relation to human resource (HR) policies with the aim of understanding employees’ behavior and attitudes. Yet the mechanisms of how POS exerts influence on important HR policies and the mechanism to explain turnover intentions in knowledge-intensive organisations that require further investigation for this research (Ming & Tan, 2008). POS leads to lower turnover. At the organisational level, lower retention inflicts numerous costs (Mitchell, Holton, & Lee, 2001) which indicate higher turnover. Australian researcher, Hooper (2006), also stated that the Australian economy loses about $31 billion per annum as a result of the employees quitting the job. In parallel, finding of the 2013 General Industry Total Reward Survey shows that Malaysia’s employee turnover rate in the general industry 1

has increased to 13.2% in 2013 from 2012 which is 12.3%. Thus, this research is to examine the linking of career development practices to turnover intention. Perceived Organisational Support (POS) has been widely examined in relation to human resources (HR) policies with the aim of understanding of employees’ behavior and attitudes. Yet, the mechanisms of how POS exerts the influence on important of HR policies and the mechanisms to explain turnover intentions in knowledge-intensive organisation which required further investigation. Most of previous studies suggest that POS has no strong relationships to link to the turnover intention. But, under organisational support theory, Human Resource Management Practice (HRMP) suggests that investment and recognition in employees could be regarded as organisational care and appreciation of employees . The increase perceived organizational support (POS) created through the availability of effective Career Development Practice (CDP) not only heightens the growth and self-esteem of employees for them to utilize skills and knowledge, it could also serve as an important link to retain good employees to stay with the organization (Eisenberger et al., 1986). This study is to explore the dimension of career development practices (CDP) that contribute to the social exchange process in the workplace that leads to the enhancement of POS, therefore, reduce turnover intention in the finance industry, one of the industry that are facing higher turnover. High turnover rate may also have a direct impact on the profitability and performance of the company in business operations which lead to delay in its projects. Malaysia turnover rate in financial industry shows the increasing trend. Tower Watson survey found that the turnover rate in the Malaysian financial services has increased significantly from 7.4% in 2012 to 13.3% in 2013. A survey conducted by Towers Watson in 2013 also found that manufacturing, conglomerate and financial services industries were experienced high staff turnover, with manufacturing experiencing 24% employee churn, followed by conglomerate at 14% and financial services at 13.3%. Due to the increasing trend in turnover rate, this study intends to focus on financial industry which shows the critical point to be examined. Based on the problem statement, this research leads to this research questions: 1. What is the relationship of career development practices to employee turnover intention? 2. What is the link between Perceived Organisation Support (POS) as a mediator to employee turnover intention? This research aims to achieve the following objectives:1. To identify the relationship between career development practices to employee turnover. 2. To analyze career development practices and perceived organisational support (POS) as a mediator on employee turnover intention. From the academic perspective is to review current literature which is to evaluate whether or not employee career development practices are beneficial to an organisation. Although the focus is in financial industry, it is intended to give a general overview of the concept. From the practical perspective, this research has significance for practitioner as it will provide a fundamental knowledge to organization in managing their employees effectively. In 2

addition, combining career development practices and the organizational support can help organization to reduce turnover rate among employees. This research is divided into five parts. Introduction part describes background of the research and its significance. Literature review parts discuss on the theoretical background and review of previous researches in this area. Methodology will explain on the research methodology adapted to examine the relationship between career development practices and employee turnover, and the analysis techniques used. Findings will discuss on the a nalysis and results which includes the hypothesis testing. Conclusion will discuss the results of the research, implications as well as recommendations for future research. Literature Review Herzberg's motivation-hygiene theory (1967) The study applies Herzberg’s motivation–hygiene theory (1967) in order to identify how career development practices relate to perceived organizational support and employees turnover. Conceptual framework on the relationship between career development practices and employees turnover will be based on this theory. Herzberg’s motivation-hygiene theory (1967) involve 2 factors which are intrinsic (motivational factors) and extrinsic (hygiene factors). In relation to this research, this theory identify employees contribution, recognize and creates rewarding work , identify work that are match with the skills and abilities of the employees , giving opportunities to employees to perform to their best abilities, provide an avenue for the employees to advance in their career through internal promotions, human capital development through training opportunities in order for employees to advance in their workplace to the position that they are desired for in the company. Therefore, employees can retain the employees longer in the company (Herzberg et al., 1967). Herzberg’s two-factor theory suggests that there are two factors that influence needs of employees: Motivational Factors (Intrinsic Factors) Intrinsic factors are the psychological needs that were perceived as an additional benefit. Motivational factors include recognition, sense of achievement, growth and promotional opportunities, responsibility, meaningfulness of the work, Hygiene Factors (Extrinsic Factors) Extrinsic factors relates to the inadequacy in a job. Factors that need to be fulfilled in order to avoid any dissatisfaction from employees. Extrinsic factors are also called maintenance factors such as pay, company policies, fringe benefits, physical working condition, status, interpersonal relations and job status. Review of the Prior Empirical Studies Past researchers has put a lot of attention on the organizational support theory in order to study the relationship of the employee and employer relationship (Eisenberger, Huntington, Hutchison, & Sowa,1986; Rhoades & Eisenberger, 2002). Based on social exchange theory (Blau, 1964) and the norm of reciprocity (Gouldner, 1960), Eisenberger and colleagues 3

(1986) states that any care and support given by employers are greatly affected on the employees emotional behaviors. Any perception of care and support given by organization and perceived by employees will make employees feel obligated to repay the organization with the extra work and with such an extra loyalty to organization. The employees effort towards company is on the discretionary-based and out of willingness of the employees. There are strong relationship between the perception of care and support with the employees loyalty to the organization (Eisenberger, Cummings, Armeli, & Lynch, 1997; Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001). Organizational support theory states that employees acknowledgement and human capital investment is part of the organisational care and appreciation by organization. This is part of the career development practices (CDP) by the human resources management practices (HRMP) of the organization. Briefly, career development practices that help future career development of an individual employees in a long run would provide insight to employees especially for ambitious new entry employees the extend of care and support given to them by the organization. Employees in the initial stage of their career. Therefore, the effective career development practices (CDP) not only improve the employees skills,confidence and self-interest in their career development but also it can provide the avenue for the organization to retain good employees to stay with the organization (Eisenberger et al., 1986). Perceived care and support is one of the example that contribute to the employees general perception of the extent organisation values their contribution and care about their wellbeing, and this is called Perceived Organisational Support (POS). POS by employees leads to highly committed employees to achieve the organization objectives, employees affective commitment to organisation,improved employees performance and decrease withdrawal behavior such as absenteeism and turnover. POS states that “if manager are concerned with their employees commitment to the organisation, employees are focused on the organisation’s commitment to them “ (Eisenberger et al., 2001). Perceived Organisational Support (POS) has been widely studied by the researchers on the relationship to human resource (HR) policies. Their aim is to understand employees’ behavior and attitudes towards employers. But, the factors of how POS exerts influence on important HR policies and the mechanism to explain turnover intentions in knowledgeintensive organizations require further investigation. Meta-analysis of over 70 studies by Rhoades and Eisenberger (2002) reported consistent antecedents and consequences of POS. However, the burgeoning research into POS did not adequately examine the influence of POS between organizational actions and employees turnover. One study reported POS as mediator for human resource management practices (HRMP) (Meyer & Smith, 2000) with organizational commitment, the other two reported POS mediates supportive HR practices (Allen, Shore, & Griffeth, 2003), and job conditions (Stinglhamber & Vandenberghe, 2003) on turnover via organizational commitment and job satisfaction. Two studies associated POS with actual turnover, using rewards, procedural justice and supervisory support (Rhoades, Eisenberger, & Armeli, 2001; Eisenberger, Stinglhamber, Vandenberghe, Sucharski, & Rhoades, 2002). Most of these studies suggest POS is a weak link to turnover intention. In contrast, organisational support theory indicates that any organisation providing supportive and caring environment for employees would achieve mutual commitment of both. Furthermore, employees would reciprocate by feeling attached and together both party would 4

work together to achieve organizational goals. The underpinning social exchange theory predicts that “ the exchange of favorable treatment could be prolonged if the receipt of resources from another party is highly in need and valuable and the actions are discretionary”(Blau, 1964; Eisenberger et al., 1997). Wayne, Shore and Liden (1997) states that the positive and encouraging treatment by employers would increase perceived organizational support (POS) by employees, therefore, employees would put a high value on the career development practices by the organizations. Eventually, high value place by employees on CDP would increase employees’ POS, thus, employees would feel obligated and intent to stay with the organization. Adopting findings from Rhoades & Eisenberger (2002), this study suggests organizational reward, supervisory support, and career development opportunities are mediated by POS to reduce turnover intention. Next, the study will explain on the concept of CDP that contribute to the social exchange process that leads to the enhancement of POS, therefore, reduce turnover intention in the finance industry, one of the industry that are facing high turnover. Career Development Practices Career development is a long term individual career performance (London, 1993) and it involves an “organized, formalized, planned effort to achieve a balance between an individual’s career needs and the organization’s workforce requirements (Leibowitz, Farren & Kaye, 1986; Lips-Wiersma & Hall, 2007). For career development of an individual to grow in any organization, organization need to have a career development practices (CDP) that provides mutual benefit because “as career development practices is at one’s control and responsibility, one should make choices, adapt to circumstances (such as organizational change), learn to grow, and control one’s own destiny “ (Lips-Wiersma & Hall, 2007). Challenging work environment, support from employers and personal growth are among factors that can help organizations to retain its valuable assets. In order to retain its human capital, employers need to provide resources, tool and appropriate environment to ensure continued self-development. Organizational effort and individual effort are required to ensure the growth of employees career development. And, career development is an on-going and long-term organization’s commitment through its CDP to develop a system and practices associated with an organisation’s HR policies and structure. “The partnership and mutual exchange of commitment portray CDP as a long term progressive event”(Leibowitz et al., 1986; Lips-Wiersma & Hall, 2007), therefore, enhancing employees capabilities, and also, ensuring an attachment and loyalty of employees to an organization. Career development practices (CDP) is a continuous development process that can be implemented in few different ways. From an employee’s point of view, they would “ identify their skills, values and interests, and seek out career alternatives that fit into their career goals and plans (Hall, 1986; Leibowitz et al., 1986; Baruch & Rosenstein, 1992). Whereas, employers are responsible in developing employees’ future career plan. Taken from this point of view, this study propose that supervisory support, organisational rewards and career development opportunities are an effective CDP that can help organisation to form a strong employment partnership. Career development practices indicate an organizational care and support in ensuring employees’ capabilities and skills for future career development are being taken care of. From social exchange point of view, and the norm of reciprocity, Perceived organisational support (POS)by employees would create a sense of responsibility in employees to support a mission and vision of the organisation and place an enormous selfeffort in achieving organization’s objectives. To address whether POS could help explain the 5

relationship, this study considers that CDP would enhance POS, and the heightened POS would help to reduce the intention of knowledge workers to look for outside opportunities. Supervisory Supports The primary role of supervisor is to ensure the smoothness of the progress of works to be in line with the organizations mission and vision objectives. Administering employees’ work is one of the supervisor tasks though providing direct and indirect feedback of their work, and refers as key central person in stimulating appraisal, rewards, and career development in an organization. Supervisor delivers valuable performance response and empowerment, and also design set career goals and strategies with subordinates which enhance motivation. As for today’s employees, who are facilitated with dedicated and specialized knowledge might require the existence of autonomy to do their work, along with being served with confidence and trust. In conjunction with London (1993) differentiated the vital association of supervisory support with personal and organisational career development, Maertz and Griffeth (2004) proposed a theory that in an extension that can be attached to supervisor could has persuasive effects on employees’ turnover intention. The direct and indirect influence of supervisory support on turnover cognition as reported in a recent study (Maertz et al., 2007) demonstrated inconsistencies of the consequence of supervisors on turnover intention. A number of studies depicted that a feeling of contentment inspired from supervisory support reduces turnover intention (Krackhardt et al., 1981; Cotton & Tuttle, 1986; Lee, 2004). Maertz et al. (2007) urged for conducting more advanced research on the personal and situational characteristics to over a larger areas of employees’ positive attitudes and appendage to an organization, highlighting the necessity and importance to examining the effect of supervisory support in providing performance feedback, confidence and trust, employee empowerment, as well as career development plans that might affect turnover intention. In addition, most of the research in the context of Western outlined a positive connection of supervisory support with perceived organisation support (Rhoades et al., 2001; Eisenberger et al., 2002; Shanock & Eisenberger, 2006). Concerns such as how perceived organization support could have a role to reduce Maertz et al. (2007) continued further research on the personal and situational characteristics for supervisors to understand employees’ positive attitudes and attachment to an organization, indicating the necessity which to identify the effect of supervisory support in providing feedback, trust and confidence, empowerment, and career development planning that could influence employees turnover intention. Most studies in the Western perspective mentioned there is a positive relationship of supervisory support with Perceived Organisation Support (POS) (Rhoades et al., 2001; Eisenberger et al.,2002; Shanock & Eisenberger, 2006). The rising issues such as how POS could function can reduce employees’ turnover intention in an Asian context by applying Korean hospital staff. Based Yoon and Lim (1999), it found that supervisory support positively leads to organizational support with a strong collective and. Korean employees tend to look career success from good relationships with supervisors. In Malaysia, the employees have strong relationships in their work place. They tend to seek career path success by maintaining good relationships with their colleagues and supervisors through forming an “in-group” with trust and loyalty (Abdullah, 2001; Hofstede, 2001). Therefore, we provide the hypothesis as below: Hypothesis 1: Supervisory support positively related to Turnover Intention mediated by POS

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Organisational Reward Organisational reward can be defined as a token of appreciation from the organization which depends on the employees’ performance and contribution to the companies. In previous studies, rewards are effective way in attracting potential talents and retains good performers (Lawler, 1981; Milkovich & Wigdor,1991; Zenger,1992).It is significantly related to turnover intention because employees who are unsatisfied with organizational rewards will believe losing such a competitive reward to be costly and lead them to turnover intention. Rewards significantly form a calculative and psychological attachment with an organisation (Becker, 1960). Since rewards describe a feeling of competence and value by employees, the examination of the entire structure of rewards package with POS is necessary. There are not many studies on the influence of organisational rewards on the organisation which leads to turnover intention in POS literatures. However, there are three studies which related to organizational rewards with POS. In Information Technology (IT) employees, pay level as the main factors of POS (Liu, 2004). Rewards and benefits are positively related to POS as mediator with organizational commitment (Meyer & Smith, 2000; Rhodes et al., 2001).Therefore, the hypothesis proposed as: Hypothesis 2: Organizational rewards positively related to Turnover intention mediated by POS. Career Development Opportunities Career Development Opportunities illustrates the desire and effort of the organisation to cherish employees. Generally, organisations that provide relevant quantity and quality development schemes are signaling to employees their likeliness to develop a cadre of skillful employees to grow together with the business. HR practices that embrace career-related practices could improve knowledge, skills and the abilities of an organization’s current and potential employees, and enhance the retention of quality employees (Huselid, 1995) Interesting career development programs could enhance individual work performance by continuously learning and adapting, while the organization offers favorable developmental relationships with their employees. It is a complex process that shapes the career of any given individuals over their life span. Wiersma and Hall (2007) suggested career development as the outcome of interaction between individual career planning and institutional career management processes. Employees who receive such developmental opportunities would enhance their motivation and level of confidence in their work. Employees who receive such opportunities might repay their organization will be hardworking and extending their selffulfilment which reduced turnover intention. Therefore, the hypothesis proposed as below: Hypothesis 3: Career Development Opportunities positively related to Turnover Intention mediated by POS. Turnover Intention A common definition of turnover is the number of employees that have quit within a given time period, usually one year, in relation to the total number of employees (Newman, 2002). Turnover intention can be described as an employees’ willingness to quit from particular organization. Carmeli and Weisberg (2006) state that the term turnover intentions can be divided into three elements such as thoughts of quitting, willingness to search different jobs and intention to quit.

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The decision to quit from an organisation is an unwelcome action for the organization and it affects both of them in many ways.). Due of this, it has fascinated the attention of previous researcher study to focus on employee turnover intention rather than retention at organization (Price, 2001). There are several factors that affect an employee’s intention to leave such as employee’s attitude and potential, appraiser, peers, management, organisational structure, external compatible, job demands, and stressful (Berry, 2010). Disengaged employees in organization occurs when employees are not satisfied with their organisation, bad performance and tend to have negative thoughts about the organization which leads to turnover intention (Gubman, 2004).

Proposed Conceptual Framework

Career Development

H1

Opportunities Perceived Organisational

H2

Turnover Organisational Intention

Reward

Support Supervisory

H3

Support Figure 1 : Conceptual Framework Research Design Sample and Procedures In this study, the knowledge workers are defined as those who work for a living at the tasks of developing or using knowledge (Drucker, 1994). The workers are more creative and analytical in solving the problem by certain knowledge infusion. The problem solving is required for the development of an economic. For this study, the participants will be selected based on some criteria to qualify them as an knowledgeable workers: a) to suit with the nature of the work, highly educated or professionally workers is chosen, b) for the tenure, at least the workers had working experience for about least than three years in the same profession at the same company in order to fully utilize the knowledge of workers, and c) in order to offering the product, the firm use intensive knowledge. This study applied the descriptive study and correlation research design. It concerned about the relationship between two or more variables. There are three independents variable and a dependent variable to be examined as correlates of employees’ turnover intention toward 8

their perceived organizational support. A questionnaire was administered to four selected companies in banking sector. Data was collected using self-administered questionnaire as Dillman (1978) suggested that this method exhibits objectivity and it is dependent of researcher’s bias and values. Furthermore, this study used cross-sectional survey research because it involved the collecting data that gathered just once order to answer the research question. The unit of analysis for this study is individuals. There were no sample segmentation of the respondents and they will be treated as in one sampling unit. As mentioned earlier, this study is design of descriptive study, this research were concentrated on individual employees at randomly selected branches of four company in banking sector which CIMB, RHB, Maybank and Citibank in Klang Valley area. The quantitative research method had applied in this study by distributing 400 questionnaires. The response rate is 52% which is 208 completed questionnaires was returned back. The reason the researcher choose the different company because to get more comprehensive and good results. The sampling process was followed the non-probability sampling because the exactly total number of sample frame is not available to access. For this study, only primary data were taken and no secondary were collected. However, there were some secondary data from article journal had reviewed to adopted as a method of analysis and interpreting data. Measures The questions in questionnaire were designed for the employees to get their feedback. The evaluation is to access about the career development planning in the organization such as organizational rewards, career development opportunities and supervisory support. All the measures are made on the 5-point Likert-type scale which is (1 = strongly disagreed, 2 = disagreed, 3 = uncertain, 4 = agree, 5= strongly agree). Career Development Opportunities (CDO). There are four items of the career development opportunities that adopted from the study by the Liu (2004). It was to measure the career development opportunities for the future (longterm) and the career goals available for the organization. For examples “in the long-term, my organization will facilitate me in accomplishing my goal” and “my organization takes steps to insure that I maximize my career potential”. Liu (2004) was reported that there was strong impact on Perceived Organizational Support for banking emlpoyees in four branches located around Kuala Lumpur Organisational Rewards (OR). For the items of organisational rewards, this study adopted from the Pay Satisfaction Questionnaire that developed by the study from Heneman and Schwab (1985). These items were used to know to what extent the satisfaction of the employees about the overall pay conditions at the workplaces. This study was closed the highest loadings consists of four elements which are pay level, pay benefits, pay raise, and structure or administration for the better understanding about compensation. For the pay level it only covered about the current salary, pay benefits covered bonuses, allowance and others incentives, pay raise covered the raise in the year end appraisals, and for pay structure or administration covered the differences of pay for inside and outside the company in the same position. Supervisory Support (SS). From the study by Koys and Decotis (1991), this study adopted four items to study about the climate dimensions of the supervisory support from the organizational to the employees. For 9

another four items, this study adopted from the Kottke and Sharafinski (1991). The questionnaire included measures to study about the perception of the organisational climate, support from the supervisor and the employees’ relations. The employees should indicate the level to which they agree or disagree with some of the following statements such as “my boss encourages me to develop my ideas” and “my boss likes me to try new ways of doing my job”. Perceived Organisational Support (POS). The survey of perceived organisational support by Eisenberger et al. (1986); Eisenberger et al. (1997); Wayne et al. (1997); Rhoades and Eisenberger (2002) is to study the differences about occupations and organisations to provide high reliability and uni-dimensionality. To evaluate the employees’ perceptions on the contributions and well-being, there were ten items by Eisenberger et al. (1986) was selected to access the perceived organisational support.

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Turnover intention (TOI) The items for the questions regarding the turnover intention are adopted from the study by Carmeli and Gefen’s (2004). It was according to the pass work or task, intention is more likely to lead to actual turnover. Turnover intention generally to recognized as important cognitive variable having an immediate causal effect on actual turnover (Mobley, Horner & Hollingsworth, 1978). It was an outcome variable for this study.

Table 1: Summary of Instrument Measurement Variable under Investigation

Total Items

Source

Example of items

Scale

• Career Development Opportunity

4

Liu (2004)

•

“My organization takes steps Likert scale (1= to insure that I maximize my strongly disagree to 5 career potential” = strongly agree)

• Rewards

11

Heneman & Schwab (1985)

•

“My organization is fair in the way they administer pay”

• Supervisory Support

8

Koys and Decotis (1999)

•

“My boss encourages me to Likert scale (1= develop my ideas” strongly disagree to 5 = strongly agree)

• Perceived Organizational Support

8

Eisenberger et al. (1986)

•

“My organization cares about my opinions” “If given the opportunity, my organization would take advantage of me”(R)

• Turnover Intention

6

•

Carmeli & Gefen’s (2004)

•

Likert scale (1= strongly disagree to 5 = strongly agree)

Likert scale (1= strongly disagree to 5 = strongly agree)

“I am seriously thinking Likert scale (1= about quitting my task” strongly disagree to 5 = strongly agree)

Data Analysis Respondents Demographic Profile The researcher received a total of 208 filled in questionnaires out of 400. This constituted a response rate of 52 percent. As shown in Table 1, out of the respondents, majority was female who made up 68.8% of the sample and the remaining 31.3% were male. The highest range of age of the respondents was in between 26 years old until 30 years old with a percentage of 53.4%, followed by 30.8% from the range of 31 to 35 years old. The rest was covered by the group from the age of 21 to 25 years old by percentage 15.9%. According of these three ranges of age groups, the level of tenure among the respondents were represented by mean and standard deviation of 3.962 and 1.578 respectively. 81.7% of them possess degree in their education level, followed by only 14.4% of the respondents reach their education level up to diploma. Then, the rest balances of respondents were made up by group from SPM and Master levelwith percentages of 1.0% and 2.9% correspondingly. One of another demographic factors covered in this study is about the respondents’ marita l status. Out of total numbers, this sample population was represented by 58.7% in majority 11

from married respondents and 40.9% come from single group. The measurement model for the six constructs has been assessed through descriptive factor analysis (DFA). Table 2 : Sample Characteristics, n = 208 . variable Frequency Percentage (%) Age 21-25 33 15.9 26-30 111 53.4 31-35 64 30.8 Tenure (Mean, SD) 3.962 1.578 Education SPM 2 1.0 Diploma 30 14.4 Degree 170 81.7 Master 6 2.9 Gender Male 65 31.3 Female 143 68.8 Status Married 122 58.7 Single 85 40.9

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Result Table 3 : Correlation Matrix α

No Variable

Mean SD

1.

2.

3.

4.

5.

1. Career Development Opportunities .927 3.73

.78

1

2. Organizational Rewards

.888 3.79

.65

.730** 1

3. Supervisory Support

.895 3.79

.66

.549

.627** 1

4. Perceived Organizational Support

.841 3.43

.62

.660

.729** .641** 1

5. Turnover Intention

.974 2.85

1.25 -.502** -.514** -.507** -.601** 1

Note. *p