Welcome to Scribd, the world's digital library. Read, publish, and share books and documents. See more
Download
Standard view
Full view
of .
Look up keyword
Like this
25Activity
0 of .
Results for:
No results containing your search query
P. 1
Employee Turnover in Singapore

Employee Turnover in Singapore

Ratings:

3.5

(2)
|Views: 5,671 |Likes:
Published by shanughazi

More info:

Published by: shanughazi on Aug 02, 2008
Copyright:Attribution Non-commercial

Availability:

Read on Scribd mobile: iPhone, iPad and Android.
download as PDF, TXT or read online from Scribd
See more
See less

11/28/2012

pdf

text

original

 
EMPLOYEE TURNOVER: BAD ATTITUDE OR POOR MANAGEMENT?NARESH KHATRI
Assistant ProfessorNanyang Business SchoolNanyang Technological UniversityMail Box: S3-B2-C-82Singapore 639798Phone: (65) 790-5679Fax: (65) 791-3697E-mail:ankhatri@ntu.edu.sg
PAWAN BUDHWAR
LecturerCardiff Business SchoolCardiff UniversityAberconway BuildingColum DriveCardiff, CF1 3EUE-mail: budhwar@cardiff.ac.uk 
CHONG TZE FERN
Nanyang Business SchoolNanyang Technological UniversitySingapore 639798E-mail:p7515495z@ntu.edu.sg
 
EMPLOYEE TURNOVER: BAD ATTITUDE OR POOR MANAGEMENT?Abstract
Employee turnover is giving sleepless nights to human resource managers in many countries inAsia. A widely-held belief in these countries is that employees have developed bad attitudes due tolabor shortage. Employees are believed to job-hop for no reason or even for fun. Unfortunately,despite employee turnover being such a serious problem in Asia, there is dearth of studiesinvestigating it; especially studies using a comprehensive set of causal variables are rare. In thisstudy, we examined three sets of antecedents of turnover intention in companies in Singapore:demographic, controllable, and uncontrollable. Singapore companies provide an appropriatesetting as their turnover rates are among the highest in Asia. Findings of the study suggest that theextent of controllable turnover is much greater than uncontrollable turnover and that poormanagement practices are the major source of employee turnover.
 
EMPLOYEE TURNOVER: BAD ATTITUDE OR POOR MANAGEMENT?
Voluntary turnover is a major problem for companies in many Asian countries such as HongKong, South Korea, Malaysia, Singapore, and Taiwan (Barnett, 1995; Chang, 1996; Syrett,1994). For example, in 1995 (the last year for which comparative data were available), theaverage monthly resignation rates were 3.4%, 2.9%, and 2.7% in Singapore, South Korea, andTaiwan, respectively (Barnard & Rodgers, 1998). In a recent forum of the human resourceprofessional bodies of Hong Kong, Malaysia, and Singapore in Malaysia, participants wereunanimous in their view that job-hopping had become so rampant in these countries that it hadbecome a culture (Asia Pacific Management News, 1997). Similarly, employee turnover isvery prevalent in China as well (Adweek, 1993; MacLachlan, 1996).In Singapore, reports in popular press highlighting the costs and disruptions associated with job-hopping continue unabated, and companies continue to call for help with this pressingissue
1
. The extent of the problem can be gauged from the fact that the issue of job-hoppingwas brought up in the country’s parliament. In fact, there is a deep concern at the nationallevel that job-hopping is adversely affecting Singapore’s competitiveness (Chang, 1996; TheStraits Times, 1996). Foreign investors, particularly manufacturers, are concerned about thefrequency of job-hopping (Asian Finance, 1988; The Straits Times, 1996).The average annual turnover data for selected industries and occupations in Singapore arepresented in Table 1. Although employee turnover rates show marginal declines from 1995 to1997, they are at alarmingly high levels. For example, the Singapore hotel industry had anaverage annual turnover rate of 57.6% in 1997 with some hotels reporting three-digit annualturnover rates. Similarly, the average annual turnover rates in the retail industry havefluctuated between 74.4% and 80.4% over the three-year period between 1995 and 1997.Cheng and Brown (1998) reported employee turnover ranging from 48 to 120 per cent in theSingapore hotel industry.
 
1
The recent economic crisis has had only marginal impact on employee turnover as the resignation rates forthe third quarter of 1998 published by the Ministry of Manpower (Singapore) show. The data are contrary tothe popular belief in Singapore that employee turnover has declined greatly since the onset of the economiccrisis. A Member of Parliament (Singapore) also noted in the Parliament that job-hopping is still prevalent(The Straits Times, 1999).

Activity (25)

You've already reviewed this. Edit your review.
1 hundred reads
1 thousand reads
Ummu Afirah liked this
Poondla Prashant liked this
Mirta Yolanda liked this
Riya Gupta liked this
nurulhuzalina liked this
Mohamed Nasir liked this
andrewvermaak liked this
andrewvermaak liked this

You're Reading a Free Preview

Download
scribd
/*********** DO NOT ALTER ANYTHING BELOW THIS LINE ! ************/ var s_code=s.t();if(s_code)document.write(s_code)//-->