Faculty Engagement and Turnover Intentions: A study of Tier- II Educational

Institutions in Delhi & NCR

Sunil Kumar*

&

Manoj Kumar Mishra**

Abstract

Research Purpose: The purpose of this study was to investigate the factors influencing employee

engagement, determine the level of engagement and how level of engagement affecting employee

turnover intention.

Research Design, approach and method: It was a descriptive study. A random sample of 500

employees in 50 higher educational Institutes in Delhi & NCR was collected. A questionnaire was

developed and confirmatory factor analysis was used to measure whether the construct were

consistent with the variables. The conceptual measurement model was tested with the data. SEM was

used to examine the relationship between employee engagement and their turnover intention.

Measuring instrument: Employee engagement and turnover intention scale was developed.

Main Findings: The results of the study showed significant positive relationship between employee

engagement and turnover intention of employees in higher educations in Delhi NCR region of India.

Practical Implications: It is important for higher educational institute that employees (Teachers) are

more important asset and their engagement will help in retaining talented and committed employees.

Key Words: Employee Engagement, Turnover Intention, Educational Institute, Employee

Commitment, Delhi & NCR

Paper Type: Research Paper

**Assistant Professor, Rukmini Devi Institute of Advanced Studies, (Affiliated with GGSIP

University, Delhi)

Introduction

In present scenario employee turnover has become a regular phenomenon in the organisation. These

things are affecting practices of human resources in the organisation. Practices such as recruitment &

selection, training and development, and maintenance of all required resources are for smooth

functioning in the organisation (Abid, Zahra and Ahmed, 2016). It is observed in present situation

that it is very frequent in every kind of organisation. It has many negative consequences towards

productivity and performance of an organisation (Tnay, Othman, Siong and Lim, 2013; Cenkci &

Otken, 2014; Chen, Su, Lo, Chiu, Hu, Shieh, 2014).

Employee turnover has received great attention of scholars across the globe (Kim, Tam, Kim, Rhee,

2017; Macey, Schneider, Barbera, and Young, 2009). It is not a rocket science to manage people in

an organisation. It needs concentrated approach to hire qualified people, providing reasonable

atmosphere to make them happy. Create a favourable workplace where they can develop and grow

themselves to fullest. Engaging employees have become a challenging task for HR managers in

organisations. It is a combination of employee motivation, their performance and business. Right from

the hiring to the final farewell of people from the organisation each steps and each day should be

managed in such a way which could make them feel that they are valuable to the organisation. There

are many factors which help in engaging people in the organisation (Federman, 2009; Garber, 2007;

Macey, Schneider, Barbera, and Young, 2009).

For the long term survival of any business organisations are using various methods such as team

work, organisational democracy and good organisational culture to reap desired results. This method

helps organisation to retain skilled employees in the organisation (Elçi, Karabay, Alpkan and Şener,

2014; Albrecht, 2010 ;). Employee engagement concept itself is a matter of great exploration. Till

now no common grounds has been established and explored which justify factors affecting

engagement in the organisation. It is two sides of a coin to talk about retention and employee

turnover. Employee retention is an effort made by the organisation to stay for longer period of time. It

demonstrates many positive dimensions of organisation. Retention symbolises with employee

engagement and employee commitment towards their work in the organisation. The turnover

symbolises negative approach of employee towards organisation (Kaliannan & Adjovu, 2015;

Bhattacharya, 2015).

The most valuable asset for an organisation is its people (Memon, Salleh and Baharom, 2016).

Employee engagement is considered something different from employee satisfaction and motivation.

The organisational culture play crucial role in developing such an environment in organisation.

Customer satisfaction is not possible without the satisfaction of employees working in the

organisation. Employee engagement should be at emotional as well as intellectual level both.

Positive feelings among employees affect behaviour of them and that leads employee performance

too. (Azoury, Daou and Sleiaty, 2013; Zhang, Meng, Yang and Liu, 2018). Effective leadership and

dynamism is the quality of successful organisation which sets them apart from ineffective

organisation (Klerk & Stander, 2014) .

Conceptual Framework

Engagement and turnover

Oya Erdil, Buşra Muceldili, (2014), in their study has outlined that how job engagement affects

turnover intention of employees. They have studied 111 middle level managers and used regression

analysis and found that feeling of envy influences emotional engagement, propensity to leave and

boost intention to leave from the organisation. Debjani Ghosh, L. Gurunathan, (2015) have

explored that commitment based HR practices influences turnover intention of employees in the

organisation. The results have also revels it so. Oznur Gulen Ertosun, Oya Erdil, (2012), in their

research have highlighted that loneliness is negative aspect at workplace. Emotional and social

loneliness affects the productivity of employees. Commitment of employees towards organisation is

socially supported. Loneliness influences the intention to leave behaviour in the organisation. Meral

Elci, Irge Sener, Seval aksoy, Lutfihak Alpkan, (2012), in their research have used sample of 1093

employees and 70 different firms operating in nine different industries. It was found that leadership

and ethical leadership influence turnover intention negatively while stress among employees has

positive relations with it. Nasrin Arshadi , Fateme Shahbazi (2013) they have investigated in their

study that how workplace characteristics have influence on turnover intention with emotional

exhaustion. It is found that it has positive correlation with workplace characteristics in the

organisation. Evelyn Tnay, Abg Ekhsan Abg Othman, Heng Chin Siong, Sheilla Lim Omar Lim,

(2013) in their research have explored how job satisfaction helps in improving employee retention and

it has found that there is a positive relation between satisfaction and turnover intention.

Choi Sang Longa, Musibau Akintunde Ajagbeb, Tan Owee Kowangc, (2014) have explored in

their study that HR practices has positive correlation with turnover intention of employees and they

have suggested that SME should formulate and implement effective HR practices to retain employees

for higher performances. Tuna Cenkci, Ayse Begum Otken (2014) has studied employee dissent and

turnover intention along with moderating impact of self-esteem. It was found that upward dissent

explains turnover intention behaviour of employees and it is has significant impact on turnover

intention. Orhan Çınara , Fatih Karcıoğlub , İmran Aslan, (2014), have highlighted in their

studies that higher the level of organisational cynicism has higher level of turnover intention./

Gonul Kaya Ozbag , Gokçe Çicek Ceyhunb, Hulya Gunduz Çekmecelioglu ( 2014 ) in their study

have explored that how three different motivational job characteristics are impacting turnover

intention of employees. The findings of the study suggest that those who are exhausted and less

efficient there having more intention to leave the organisation. Begum Dilara Emiroglu, Orhan

Akova , Haluk Tanrıverdi, ( 2015), in their study they have explored how various demographic

factors are affecting turnover intention of employees working in hotel industry. The findings of the

study indicated that various demographic factors like age, education, gender, and marital status along

with wage, tenure, position, and department play important role in deciding turnover intention of

employees. Jalal Hanaysha, (2016) in their study has explored that by adopting good human resource

practices improve organisational commitment and made organisation more competitive.

Lucia Barbosa de Oliveira & Fernanda Flôres Roitman Aguiar da Silva, ( 2015 ), they have

found that high performance work systems and leader-member exchange has positive relation with

employee engagement and further explored that employee turnover intention is negatively associated

with engagement.

Objectives of the study:

Private Higher educational institute lacks quality employees which affects institutional performance

and student’s employability. Keeping in mind this study is trying to explore turnover intention of

employee and how it is associated with employee engagement.

The purpose of the study is to validate the factors affecting employee engagement in higher

educational institute. On the basis of literature three major factors have been identified which will be

validated with available data set. The key objectives of study are (a) to validate factors affecting

employee engagement (b) to assess the impact of employee engagement and turnover intention of

employees.

Hypothesis of the study:

Fig: 1 Hypothesised Model

(Source: Own Study)

H1: There is no significant relation between reward &recognition (R&R) with employee engagement.

H2: Perceived supervisor support has no significant relation with employee engagement

H3: Psychological climate of employees are not related with employee engagement

H4: Employee engagement has no significant relation with turnover intention.

Research Methodology

The population of the study was assistant professors, associate professors from management

institutions situated in Delhi. The data have been collected from different private management

institutions. Data have been collected from around 290 faculty members. But only 218

questionnaires were filled entirely. That is why analysis was done on 218 samples only. This study is

descriptive in nature which tries to explore the relationship between faculty engagement and turnover

intentions.

Convenient sampling methods have been used to collect the data from faculty members. They have

been distributed questionnaire and have been asked to fill it. For the collection of data structured

questionnaire was used. Analysis of data was done on Amos and SPSS software on 20.0 versions.

Confirmatory factor analysis was performed to identify the factors leading to single construct.

There after regression was run on the imputed values.

Analysis and Discussion:

Reliability test:

Table: 2 Reliability Statistics

Cronbach's Alpha N of Items

.840 31

It is found in this study that the variables selected for the study are reliable.

Sample Sufficiency Test:

The KMO value was significant and it justifies the sample was sufficient to represent the population.

Measurement Model:

Value of measurement Model:

Model Values

CMIN/DF 2.988

GFI .612

CFI .735

RMSEA .140

Some values are significant e.g. CMIN/DF must be less than 3 to justify measurement model. Rest of

the values were close to significant level. To increase the significant level model needs to be revised.

Regression Weight:

Estimate S.E. C.R. P Label

HS <--- RR 1.000

Bonus <--- RR .345 .097 3.566 ***

Finpolicies <--- RR 1.084 .141 7.667 ***

promotionoppor <--- RR .955 .149 6.391 ***

Recoginition <--- RR 1.317 .164 8.024 ***

careergrowth <--- RR 1.103 .152 7.266 ***

supervisorencourage <--- PSS 1.000

respect <--- PSS 1.003 .085 11.866 ***

Wellinformed <--- PSS .905 .083 10.948 ***

careerdevelopment <--- PSS 1.075 .086 12.534 ***

Potential <--- PSS .852 .090 9.412 ***

Positivefeedback <--- PSS .952 .078 12.215 ***

Teamwork <--- PC 1.000

Freedom <--- PC 1.152 .115 10.035 ***

Bigfamily <--- PC .603 .103 5.870 ***

Flexibility <--- PC .762 .097 7.860 ***

Otherbenfits <--- PC .496 .094 5.268 ***

Belonginess <--- EE 1.000

Achallenge <--- EE .219 .113 1.947 .052

Inspiring <--- EE 1.144 .223 5.143 ***

Fulfillment <--- EE 1.371 .255 5.382 ***

Ownwork <--- EE .744 .206 3.609 ***

Quitjob <--- TI 1.000

Newjob <--- TI 1.113 .073 15.310 ***

Job3years <--- TI 1.239 .099 12.544 ***

Stayorg <--- TI .505 .140 3.617 ***

Leavenrfuture <--- TI 1.128 .127 8.897 ***

Jobdone <--- PSS .799 .076 10.474 ***

Image <--- EE .497 .148 3.369 ***

Regression weights of all constructs are coming out to be significant

and also the Chi-square value of the model is also coming out to be

significant. Thus, results of CFA give us a valid model to impute the

values and run regression on the imputed factors

Regression Results using Faculty Engagement as Dependent

Variable

Independent

Variable

R

Square

Adjusted

R Square

F Change Sig. F

Change

Durbin-

Watson

Reward and

Recognition

.652 .648 189.123 .000 1.431

Perceived

Supervisor support

.831 .829 496.447 .000 1.525

Psychological

climate

.706 .703 242.072 .000 1.703

Regression results signifies that there exhibits a relationship between

reward recognition, perceived supervisor support , psychological

climate and faculty engagement. Model is coming out to be

significant as f – statistics is greater than 4 and is also significant as p

value is less than 0.05.

Hence, hypothesis 1,2 and 3 are not accepted.

Regression Results using Turnover Intention as Dependent

Variable

Independent

Variable

R

Square

Adjusted R

Square

F Change Sig. F

Change

Durbin-

Watson

Faculty

engagement

.688 .685 222.974 .000 1.620

Regression results clearly shows that there is a relationship between

faculty engagement and turnover intention as the R square is coming

out to be .688 i.e. nearly 68% variation in the turnover is directly

linked with the engagement activities.

Hence, hypothesis 4 is not accepted.

ANOVA Results (Relationship of Genders with Faculty

Engagement and Turnover Intentions)

ANOVA ( Gender and Faculty Engagement)

Sum of Squares df Mean Square F Sig.

Between Groups .349 1 .349 2.189 .142

Within Groups 16.082 101 .159

Total 16.431 102

ANOVA ( Gender and Turnover Intentions)

Sum of Squares df Mean Square F Sig.

Between Groups .954 1 .954 1.249 .266

Within Groups 77.141 101 .764

Total 78.095 102

From the above tables, it is clearly interpreted that there is no

relationship between gender and faculty engagement and turnover

intentions as f –value is less than 4 i.e. insignificant. Psychological

mindset of both males and females are equal in terms of engagement

activities and turnover intentions. Hence, hypothesis 5 and 6 are

accepted.

Findings and Conclusion:

It is evident from the analysis of the data that reward recognition,

perceived supervisor support , psychological climate is positively

linked with faculty engagement in the institute.

The results of the study showed significant positive relationship

between faculty engagement and turnover intention.

Gender doesn't affect the faculty engagement and turnover intentions.

It is important for higher educational institute that faculty (Teachers)

are more important asset and their engagement will help in retaining

talented and committed employees.

References:

Federman, B., (2009), Employee Engagement- A Roadmap for Creating Profits, Optimizing

Performance, and Increasing Loyalty, Ossey-Bass, San Francisco,

Oya Erdil , Büşra Müceldili, (2014), The Effects of Envy on Job Engagement and Turnover Intention,

Procedia - Social and Behavioral Sciences 150 , 447 – 454

Debjani Ghosh, L. Gurunathan, (2015) Do commitment based human resource practices influence job

embeddedness and intention to quit?, IIMB Management Review (2015) 27, 240–251

Oznur Gulen Ertosun, Oya Erdil, (2012), The Effects of Loneliness on Employees’ Commitment and

Intention to Leave, Procedia - Social and Behavioral Sciences 41, 469 – 476

Meral Elci, Irge Sener, Seval aksoy, Lutfihak Alpkan, (2012), The Impact of Ethical Leadership and

Leadership Effectiveness on employee turnover intention:The Mediating Role of Work Related

Stress, Procedia - Social and Behavioral Sciences 58, 289 – 297

Nasrin Arshadi, Fateme Shahbazi (2013) Workplace Characteristics and Turnover Intention:

Mediating Role of Emotional Exhaustion, Procedia - Social and Behavioral Sciences 84, 640 – 645

Evelyn Tnay, Abg Ekhsan Abg Othman, Heng Chin Siong, Sheilla Lim Omar Lim, (2013) The

influences of job satisfaction and organizational commitment on turnover intention, Procedia - Social

and Behavioral Sciences 97 ( 2013 ) 201 – 208

Choi Sang Longa, Musibau Akintunde Ajagbeb, Tan Owee Kowangc, (2014) Addressing the Issues

on Employees’ Turnover Intention in the Perspective of HRM Practices in SME, Procedia - Social

and Behavioral Sciences 129 ( 2014 ) 99 – 104

Tuna Cenkci, Ayşe Begüm Ötken (2014) Organization-based self-esteem as a moderator of the

relationship between employee dissent and turnover intention, Procedia - Social and Behavioral

Sciences 150, 404 – 412

Orhan Çınara , Fatih Karcıoğlub , İmran Aslan, (2014), The relationships among Organizational

Cynicism, Job Insecurity and Turnover Intention: A Survey Study in Erzurum/Turkey, Procedia -

Social and Behavioral Sciences 150 ( 2014 ) 429 – 437

Gonul Kaya Ozbag , Gokçe Çicek Ceyhunb, Hulya Gunduz Çekmecelioglu ( 2014 ) The Moderating

Effects of Motivating Job Characteristics on the Relationship between Burnout and Turnover

Intention, Procedia - Social and Behavioral Sciences 150, 438 – 446

Peter R. Garber, (2007), 50 Activities for Employee Engagement, HRD Press, Inc. Amherst

Simon L. Albrecht,(2010), HANDBOOK OF EMPLOYEE ENGAGEMENT, Edward Elgar, UK

William H. Macey, Benjamin Schneider, Karen M. Barbera, and Scott A. Young (2009) Employee

Engagement: Tools for Analysis, Practice, and Competitive Advantage, wiley & Blackwell, United

Kingdom

Meral Elçi ; Melisa Erdilek Karabay , Lütfihak Alpkan , İrge Şener, ( 2014 ) The Mediating Role of

Mobbing on the Relationship between Organizational Silence and Turnover Intention, Procedia -

Social and Behavioral Sciences 150 1298 – 1309

Maniam Kaliannan, Samuel Narh Adjovu, ( 2015 ) , Effective employee engagement and

organizational success: a case study, Procedia - Social and Behavioral Sciences 172, 161 – 168

Begüm Dilara Emiroğlu, Orhan Akova , Haluk Tanrıverdic, ( 2015 ), The relationship between

turnover intention and demographic factors in hotel businesses: A study at five star hotels in Istanbul,

Procedia - Social and Behavioral Sciences 207, 385 – 397

Jalal Hanaysha, ( 2016 ) , Testing the Effects of Employee Engagement, Work Environment, and

Organizational Learning on Organizational Commitment, Procedia - Social and Behavioral Sciences

229, 289 – 297

Lucia Barbosa de Oliveira & Fernanda Flôres Roitman Aguiar da Silva, ( 2015 ), The Effects of High

Performance Work Systems and Leader-Member Exchange Quality on Employee Engagement:

Evidence from A Brazilian Non-Profit Organization, Procedia Computer Science 55, 1023 – 1030

Man-Ling Chen, Zhi-Yuan Su, Chia-Lun Lo, Chiung-Hsuan Chiu, Ya-Han Hu, Tien-Yu Shieh (2014)

An empirical study on the factors influencing the turnover intention of dentists in hospitals in Taiwan,

Journal of Dental Sciences (2014) 9, 332e344

Bhattacharya Y., (2015) Employee Engagement as a Predictor of Seafarer Retention : A Study among

Indian Officers, The Asian journal of shipping and logistics, Vol 13,No.2, pp. 295-318

Andre Azoury, Lindos Daou, Fares Sleiaty, (2013), Employee engagement in family and non-

family firms, international strategic management review, 1, 11–29

Ghulam Abidn, IrumZahra,AliaAhmed,(2016), Promoting thriving at work and waning turnover

intention: A relational perspective, Future BusinessJournal2(2016)127–137

Memon, Salleh and Baharom (2016), The link between training satisfaction, work engagement

and turnover intention, European Journal of Training and Development Vol. 40 No. 6, 2016 pp.

407-429

Soojin Kim, Lisa Tam, Jeong-Nam Kim, Yunna Rhee, (2016) Determinants of employee

turnover intention Understanding the roles of organizational justice, supervisory justice, authoritarian

organizational culture and organization employee relationship quality, Corporate Communications:

An International Journal Vol. 22 No. 3, 2017 pp. 308-328

Wenjie Zhang, Hongdao Meng, Shujuan YangD and Danping Liu (2018) The Influence of

Professional Identity, Job Satisfaction, and Work Engagement on Turnover Intention among

Township Health Inspectors in China, Int. J. Environ. Res. Public Health 2018, 15, 988

Klerk & Stander, (2014), LEADERSHIP EMPOWERMENT BEHAVIOUR , WORK

ENGAGEMENT AND TURNOVER INTENTION: THE ROLE OF PSYCHOLOGICAL

EMPOWERMENT,Journal of Positive Management, Vol. 5, No. 3, 2014, pp. 28–45