Abid Khan,
Scholar in Management Science, Qurtuba University of Science & Technology,
Peshawar
Itbar Khan, HoD Department of Education,
University of Malakand
Shakeel Ahmed,
Independent Researcher
Zakirullah, PhD
Scholar, Qurtuba University of Science & Technology, Peshawar
Abstract: Motivation is
the combination of all the factors both external and internal that stimulate
desire and energy in people and make them constantly interested and committed
to a job, role or subject, and enable them to make efforts for achieving
organizational goals. Less motivated people can cause low performance, bad
inspiration for co-workers, employees burnout etc. every organization tries to
utilize their employees in an optimal way but sometimes motivation does
restrict their desired goals. As an employer expects his personnel to perform,
employees also expect something in return, which works as stimulus for
motivation and when employees expectations are not fulfilled, addressed they
simply leave the organization. This study was approached with the purpose of
finding the perceived level of motivation (both intrinsic and extrinsic) and
its effect upon employee's turnover intention. Data were collected through
predesigned, self administered questionnaire. 62 respondents participated
actively . For data investigation statistical measures like percentage,
frequency, correlation and linear regression were used. For determining the
validity Cronbach's alpha was used and it found that all the variables values
stood above the minimum level of 0.70. showing the reliability of the data. The
end results showed that both intrinsic motivation and over all motivation had
effects upon turnover intention and it was concluded that there is significant
and empirical correlation between motivation and turnover intention and also
between intrinsic motivation and turnover intention.
Key words: Motivation,
intrinsic motivation, extrinsic motivation and turnover intention.
Introduction
The word motivation is taken from the
Latin word “movere”, which means to cause moment. Authors like Bateman et al.
(1999) stated that if employees of an organization are motivated, they will
perform above their perceived level of intelligence and skills. They have also
mentioned that even the talented people will not deliver to their optimum
level, if they are less motivated. Stoke (1999) stated that "A mental
attribute that leads to a person's degree of allegiance and later this
allegiance level provides the base for organizational performance" is
called motivation.
Harackiewicz and Sansone (2000) defined
motivation as, “any stimulus generated internally which causes generation and
directing of behavior". They have given certain examples as hunger and thirst,
recognition, rewards etc causes motivation. Motivation has been used to explain
types of behavior since long ago i.e. behavior driven by extrinsic rewards or
punishment, behavior driven by basic biological needs or drives related to
procreation (hunger or thirst) and survival.
Their explanations also states that the need or desire to achieve
particular outcomes i.e. recognition or avoidance of punishment, promotion also
motivates behavior. Germann (2004) also confirmed and restated the findings of
Sansone et al. (2000) and has highlighted the importance of individual's
motivation for their maximum level output.
The purpose of this study was to find the motivation
level of employees in relation with employee's turnover intention. The aim is
also to find the more prevailing type of motivation i.e. intrinsic or extrinsic
in the studied organization. The marginal aim of the study it among traffic
police. Motivation plays a vital role in employee's performance. The main
problem our understudy organization faces is the negative perception of the
local police. People think that they are not socially responsible and are
involved in 1) bribes, 2) exploitation, and 3) miss-use of power. We have tried
to figure out their motivation level and as motivation can be externally in
shape of salary, allowances etc or internally in shape of sense of attachment,
value, pride etc, we have assumed that the negative perception of the people
may be due to low performance of this institution and again this low
performance may be due to their low level of motivation.
The basic concern and motive behind our
proposed study can be categorized into three parts, which are different in
nature from each other.
Research
Hypothesis
H1:
There is a significant association of
employee's motivation with turnover intention.
H2: There is significant relationship between
intrinsic motivation and turn over intention.
H3: There is significant relationship between
extrinsic motivation and turnover intention.
Significance of the Study
Traffic police like our other security
personnel perform their duty in different conditions. So it is worth to find
out as well that whether they are motivated for performing their duties or not
as they are playing an important part in our society where taking a u-turn
without being of a traffic police man is so difficult. So there duty is
important for us and we should give importance to them as well and we have
tried to seek out their motivating and demotivating factors, so that we could
gauge their performance and take the essential steps for its betterment. The
study target population will be only Charsadda traffic police and will try to
find the aforementioned relationship between motivation and turnover intention.
Literature Review
There are different theories regarding
motivation which describes how and why human behavior is directed towards a
specific direction and also being activated. These theories are broadly
categorized into two different groups i.e. 1) Content 2) Process theories.
Content theories
The theories in the first group (content
theories group) explain and define motivation in relation to the individual
needs. An illustrative example can be stated as these theories state that need
of power gain and sense of achievement motivates individuals. It is worth to
mention that these theories explain how and why the consideration of individual
needs in working environment is needed for their motivation. Following are the
content theories presented by different researchers explaining the phenomena of
motivation in relation to the human needs.
One of the content theories is presented
by Alderfer (1972) called ERG theory, where "E" stands for existence,
"R" stands for relatedness and "G" stands for growth. The
scholar of the theory stated in his ERG theory that the three mentioned needs (ERG)
can represent the motivation characters or factors. Argued in his “ERG Theory”,
that the need for ‘existence’ (E) (comparable to Maslow's physiological and
security needs), for ‘relatedness’ (R) (comparable to Maslow's social
belongingness and self-esteem needs), and ‘growth’ (G) (comparable to Maslow's
self-actualization needs) can have motivational character simultaneously.
The other theory among the content
theories is of McClelland (1961). The scholar here argued that needs are
learned by individuals throughout in their
individuals learn needs in all of their socialization but their need for
power, achievement and affiliation vary from one individual to another. As a
consequence, managers should try to identify and focus on the need-dominance of
their employees and structure the work environment and recognition strategy
accordingly, in order to create a motivating working environment.
The next theory is presented by Hertzberg
et al. (1959). This theory is called two factors theory. It is named so because
the scholar has identified two set of factors which he think could have
influence upon the employee's motivation. These two set factors have be stated
as 1) Motivation factors i.e. Responsibility, systematic and hierarchal
personal growth, recognition and achievement 2) Hygiene factors are: Quality of
supervision, working conditions, status and compensation. He concluded on the
basis of his research study that high work motivation is the result of the
presence of only motivation factors and the presence of hygiene factors would
only lead towards employees satisfaction. so if the managers wish to have
satisfied workforce, the managers will have to ensure that the set of hygiene
factors for the employees are addressed and met precisely, and if any of the
managers wishes his/her personnel to exert more effort additionally, he/she
will have to address the motivation factors adequately in shape of recognition
of their work, efforts and valued outcomes and in return should offer
professional development opportunities, employees autonomy and
responsibilities.
Process theories
One of the process theories is called
equity theory presented by Adams (1963). He states that an individual will
compare his own applied effort and returning rewards with the exerted effort
and receiving rewards of the others. If he confines any in-equity, this sense
of in-equity will affect the employee's motivation negatively and vice versa.
For example if one perceives that he/she is paid less in comparison to others,
despite having same nature and amount of work, this will lower the employee
motivation and will result either in reduce effort and job dissatisfaction.
It is the Vroom (1964) who presented the
next process theory, called Expectancy theory. He stated that positive outcomes
are the main reasons behind choosing certain working behaviors by workmen. He
explains his theory work and states that if a person perceives that any extra
effort application will have positive effects upon performance and that
increased performance will earn valued outcomes, this will surely motivate an
individual.
The theory of Locke (1988) known as goal
setting theory also comes in process theories domain. This theory demonstrates
the importance of goals setting and selection and argues that motivation is the
resultant of goals. As per this theory challenging (hard enough but realistic)
and specific (measurable) goals are more motivational than those which are in
contradiction i.e. easy and unclear.
Skinner (1969) presented the theory which
also counts in process theories. This theory is called Re-enforcement theory.
This work states that the end results of a behavior determine its adoption or
not. This theory states that those behaviors which are positively re-enforced
by means of rewards , appreciation etc or whose results are positive, will
remain in continuation and Those behaviors which results in negative results
for that individual or which are negatively re-enforced either by punishment or
not being rewarding, will not be repeated. So managers can easily enhance the
employees performance by using positive re-enforcement technique for getting
his desired level of performance results and also can eliminate the employees
non-efficient behaviors simply by using negative re-enforcement.
It can be therefore concluded that
motivation is mainly in positive sense. Furthermore by reviewing the added
literature it can easily be stated that motivation is mainly of two types: 1)
Extrinsic 2) Intrinsic motivation. So the main focus of our study will remain
upon finding the overall motivation level, finding on its more dominant type
i.e. intrinsic or extrinsic and finding the relation between motivation and of
its types i.e. intrinsic and extrinsic
with turnover intention.
Research
Methodology
Sampling
design
The target population of this study is
traffic policemen serving at District Charsadda. There are 65 policemen working
at the mentioned locality. As it is clear that their number was less than 100
which could easily be approached and studied so we selected all the employees
working at the locality but in the end got the response of 62 personnel. We
have used convenient sampling technique for our study.
Variables
of the study
The principal
purpose of our conducted study was to find the relationship of two qualitative
variables i.e."Motivation" and "turnover intention". So
motivation worked as independent and turnover intention as dependent variable.
Also intrinsic motivation and extrinsic motivated were used as independent
variables for turnover intention.
Extrinsic
Motivation Motivation Turnover
Intention Intrinsic
Motivation
Data
collection method
Primary data were collected through
pre-designed questionnaires, administered personally. Likert five point scale
was adopted for getting the respondents response and all the questionnaire
questions were close ended. The questionnaire consisted of ten questions
regarding intrinsic motivation, ten questions were about extrinsic motivation
and three questions were regarding turnover intention. Best efforts were made
to get the true responses by visiting almost every individual personally. For
the sake of removing their ambiguities regarding the questions, regular visits
were made.
Data
analysis and measurement
SPSS was used for analyzing the collected
data. As the study was consisted of qualitative variables, counts and
percentages were used for its interpretation. For finding the possible
association between variables, Pearson correlation method was used and for
finding the causes and effects of variables upon one another, we used
Regression Analysis.
Results and discussion
The succeeding tables show the results
obtained by analyzing the collected information from respondents working at the
studied population about motivation and job turnover intention. It is consisted
of demographic details i.e. frequency and percentage, reliability, Mean Average
Score, Correlation and Regression values.
Demographic Details
Table 1 shows the results regarding Age,
Qualification, Job scale, Current job and total job experience.
Table 1 Frequencies and Percentages of Different Variables i.e. Age,
Qualification, Designation, Current Job Exp, Total job Experience.
Group Years |
No (%) |
Group
Qualification |
No (%) |
Designation |
No (%) |
Group Current job Experience |
No (%) |
Group Total Experience |
No (%) |
20–25 |
6 (9.7) |
Primary |
1 (1.6) |
LHC
(05) |
58 (93.5) |
1–5 |
47 (75.8) |
1–5 |
7 (11.3) |
26–30 |
7 (11.3) |
Middle |
43 (69.4) |
HC
(07) |
2 (3.2) |
6–10 |
12 (19.4) |
6–10 |
13 (21.0) |
31–35 |
16 (25.8) |
Matric |
13 (21.0) |
IHC
(09) |
1 (1.6) |
11–15 |
2 (3.2) |
11–15 |
11 (17.7) |
36-40 |
15 (24.2) |
F.A |
5 (8.1) |
SI
(14) |
1 (1.6) |
16–20 |
1 (1.6) |
16-20 |
10 (16.1) |
41–45 |
9 (14.5) |
B.A |
0(0) |
00 |
00 |
00 |
00 |
21-25 |
16 (25.8) |
46 –
50 |
8(12.9) |
M.A |
0 (0) |
00 |
00 |
00 |
|
26-30 |
3(4.8) |
51 –
55 |
1(1.6) |
MS |
0 (0) |
00 |
00 |
00 |
|
31+ |
2(3.2) |
Total |
62
(100) |
|
62 (100) |
00 |
62 (100) |
00 |
62
(100) |
00 |
62
(100) |
Source: field data.
It is worth to mention that we have
received responses of different job scale employees. The above table shows that
out of our 62 respondents 58(93.5%) have a job scale stated as L.H.C i.e. scale
05, 2(3.2) have a job scale called H.C. (07), 1(1.6) employee has a scale of
I.H.C (09) and one respondent has S.I (14) job scale.
The same table contains current job
and total job experience values as well. The table shows the experience in
small intervals and each interval is confronted by its number of respondents
and its percentage value. The table explains that there are 47 (75.8%)
employees, who have their traffic police experience lying in the range of 1-5
years of interval. Similarly 12 (19.4%) employees have their traffic experience
equal to value in the range of 6-10 years of interval,2 (3.2%) and 1 (1.6%)
employees have experience value in the range of 11-15 years and 16-20 years
respectively.
The very same table also consists
of "Total job experience" values, their frequencies as per different
intervals and percentage as well. The
experience of 7 (11.3%) employees is located in the interval 1-5 years, 13 (21.0%)
employees have experience values in the interval of 6-10 years. Hence forth
employees of frequency number 11 (17.7%) total job experience value lays in the
interval of 11-15 years, 10 (16.1%) employees total experience value is
somewhere located in the interval of 16-20 years,16 (25.8%) have total job
experience in the interval of 21- 25 years, 3 employees value is located in the
range of 26-30 years and 2 (3.2%) are very seasoned and has their total job
experience value in the interval of 31-35 years.
Reliability co-efficient
Table 2 shows the reliability
co-efficient of different factors of motivation and turnover intention.
Cronbach's Alpha (α) has been used for checking the reliability of the
data. According to Cronbach's Alpha (α), data which result is 60% or more
after being checked for the said reliability, the data can be called as
reliable and one can surely trust upon this data and its vitalness. The
following table shows the percentage values of different variables. All of the
variables values are reliable (individually). The overall reliability value for
the data is 60% which is a proof of the fact that the scale is reliable (Green et
al., 2000). So we can trust upon the results obtained from the data
collected.
Table 2 Reliability
Measure of Different Variables.
Category |
Cronbach's Alpha (%) |
Remarks |
Extrinsic Motivation |
71.4 |
Reliable |
Intrinsic Motivation |
73.2 |
Reliable |
Motivation |
75.00 |
Reliable |
Turnover
intention |
73.9 |
Reliable |
Correlation between employees Motivation, turnover intention,
Intrinsic and extrinsic Motivation
Table 3 shows the Pearson's co-efficient of correlation of the
variables under study. Pearson correlation was considered in order to evaluate
the means of employees Motivation, turnover intention, and Intrinsic and
Extrinsic motivation. The result showed that the three variables are
significantly correlated and also we can find the direction of effects among
the variables i.e. how they will effect each other.
It is clear from the table that there is a significant and
positive relationship between intrinsic and extrinsic motivation in the
selected sample (o.261 (*), p< 0.05). The result indicates that in the
studied organization both intrinsic and extrinsic motivations are positively
correlated and increase in one will lead to the consecutive increase in the as
well. Also the table values indicate that intrinsic motivation (0.778(*), p<
0.01) and extrinsic motivation (0.803(*), p<0.01) have significant positive
correlation with Motivation. We can clearly assume from the above table results
that increase or decrease in intrinsic motivation or extrinsic motivation
individually, will directly lead towards increase or decrease in employees over
all motivation.
The matrix of correlation indicates that intrinsic motivation
(-0.276(*), p<0.05) and overall motivation (-0.260(*), p<0.05) have
significant but negative correlation individually with turnover intention and
increase or decrease in both of the variables individually will cause different
inverse effect upon turnover intention in the studied organization. I.e. if
intrinsic motivation will increase, turnover intention will decrease and same
will be the effect if over all motivation on turnover intention. Extrinsic
motivation has also negative correlation but insignificant correlation with turnover
intention i.e. (-0.120). Though the matrix values indicates insignificant
correlation but still it does not neglects its existence and the effect of
extrinsic motivation upon turnover intention may be minor but exists.
Table 3. Pearson's
Correlation of Employee's Motivation, Turnover Intention, Intrinsic and
Extrinsic Motivation.
Variables |
Intrinsic
Motivation |
Extrinsic
Motivation |
Motivation |
Turnover
Intention |
Intrinsic
Motivation |
1 |
|
|
|
Extrinsic
Motivation |
0.261* |
1 |
|
|
Motivation |
0.778* |
0.803* |
1 |
|
Turnover
intention |
- 0.276* |
- 0.120 |
-0.260* |
1 |
*.Correlation is significant at the 0.05 level (2-tailed).
Regression analysis between intrinsic motivation and turnover
intention
Table 4 shows regression analysis of intrinsic motivation and
turnover intention. Values in the table show that there is a negative and
significant relationship between the two terms .i.e. intrinsic motivation and
employee's turnover intention of the employees in traffic police of Charsadda,
which were selected for the study. The value of t-ratio is 2.22 (which is well
above the critical level ţ1.96 for 5%
significance (Joreskog & Sorbom, 1993), p<0.05, and the overall
significance is 4.93 which is greater than 3. Khan (2013) conducted a
qualitative study for finding the relationship of job stress (independent
variable) with Employees performance, job satisfaction and workload. The
regression values he obtained were t >2, p< .05 and F-value was greater
than 3. Despite this R˛ value was .055 between job stress and employee
performance, R˛ value was 0.182 between job stress and Job satisfaction and R˛
value between job stress and workload pressure was 0.041. As seemingly R˛
continues a trend of expressing less value constantly, still, he has declared
his results significant and also been recognized and approved. Similarly Stefan
Seiler et al. (2011) conducted a study "An integrated model of factors
influencing project manager's motivation". They used the same t > 2, F
> 3 and p< o.o1 approach. In the end after testing their primary
variables they went for controlling the age factors in the studied organization
and found that despite the main variables, age factor (R˛ = .032, R = -0.178,
p< 0.01) has also influence upon motivational factors for personal
development. Age was also recognized on the bases of obtained R˛ = 0.096, R =
-0.309, p< 0.01) to have an influence on the importance of companies support
for balancing workload and private life. They have assumed as well that other
personal related variables i.e. Personality, Tenure, Career goals, Job
satisfaction etc have an impact on motivational factors.
Based on these results, it can be concluded that employees
intrinsic motivation play an important role in their turnover intention. As
stated earlier and also is evident in the following table value(Beta) that the relationship
between the mentioned variables is inverse in nature and increase in one will
indicate decrease in the value of the other variable and vice versa. Though
value for R and R˛ are of low dimensions still it has showed the variance in
dependent variable due to independent. The low value of R˛ can be justified by
keeping above stated literature in mind that there may be other variables
involved in affecting the turnover intention in spite of intrinsic motivation.
Table 4 Model Summary of
Intrinsic Motivation and Turnover Intention
Model
Summary
Model |
R |
R 2 |
Adjusted
R Square |
Std.
Error of the Estimate |
1 |
0.276 |
0.076 |
0.061 |
2.31050 |
a.
Predictors: (Constant), intrinsic motivation
ANOVA
Model |
Sum of
Squares |
Df |
Mean
Square |
F |
Sig. |
|
1 |
Regression |
26.346 |
1 |
26.346 |
4.935 |
.030a |
Residual |
320.306 |
60 |
5.338 |
|
|
|
Total |
346.652 |
61 |
|
|
|
a. Predictors: (Constant),
intrinsic motivation
b. Dependent Variable: Turnover
intention
Coefficients
Model |
Unstandardized Coefficients |
Standardized Coefficients |
T |
Sig. |
||
B |
Std. Error |
Beta |
||||
1 |
(Constant) |
13.106 |
1.910 |
|
6.863 |
0.000 |
Intrinsic motivation |
-
0.128 |
0.058 |
-0.276 |
-2.222 |
0.030 |
a.
Dependent Variable: Turnover
intention
Regression Analysis between Extrinsic Motivation and Turnover
Intention
It is clear from the values
obtained in the table 5 that there is a negative but non-significant relation
between extrinsic motivation and Turnover intention. As it is clear that in the
following table i.e.4.7.2 the value of t-ratio is less than 2 (t > 2), P
< 0.05, and the overall significance value i.e. F value, is less than 3. The
aforementioned values indicate that the relationship between extrinsic motivation and turnover intention
is not a significant one.
Table 5 Regression Model
Tables for Extrinsic Motivation and Turnover Intention.
Model Summary
Model |
R |
R
Square |
Adjusted
R Square |
Std.
Error of the Estimate |
1 |
0.120a |
0.015 |
-0.002 |
2.38615 |
a.
Predictors: (Constant),
Extrinsic motivation
ANOVA
Model |
Sum of Squares |
Df |
Mean Square |
F |
Sig. |
|
1 |
Regression |
5.029 |
1 |
5.029 |
0.883 |
0.351 |
Residual |
341.624 |
60 |
5.694 |
|
|
|
Total |
346.652 |
61 |
|
|
|
a. Predictors: (Constant), Extrinsic
motivation
b. Dependent Variable: Turnover
intention
Coefficients
Model |
Unstandardized Coefficients |
Standardized Coefficients |
T |
Sig. |
||
B |
Std.
Error |
Beta |
||||
1 |
(Constant) |
10.395 |
1.605 |
|
6.477 |
.000 |
Extrinsic motivation |
-0.047 |
0.050 |
-0.120 |
-0.940 |
0.351 |
a. Dependent Variable: Turnover intention
Akintoye (2000) stated that
extrinsic motivation really helps in maintaining the working enthusiasm of
workers and in its retention. He stated that among extrinsic motivators money
is the most significant motivator for employees. He also argued that the
presence of extra allowances, benefits and also salary increments along with
the principle salary amount, greatly contribute in workers motivation.
Regression Analysis between Motivation and Turnover Intention
Table 6 shows regression analysis of motivation and turnover
intention. It is clear from the values obtained in the table that there is a
negative(-beta) and also significant relationship between motivation and
turnover intention as the value of t is greater than 2 (t > 2), P < 0.05,
and the overall significance i.e. F is 4.51 which is greater than 3.
Table 6 Regression Model Tables for Motivation and Turnover-Intention.
Model Summary
Model |
R |
R2 |
Adjusted R Square |
Std. Error of the Estimate |
1 |
.260 |
0.068 |
0.052 |
2.32103 |
a. Predictors: (Constant),
motivation
ANOVA
Model |
Sum of Squares |
Df |
Mean Square |
F |
Sig. |
|
1 |
Regression |
23.422 |
1 |
23.422 |
4.348 |
0.041 |
Residual |
323.231 |
60 |
5.387 |
|
|
|
Total |
346.652 |
61 |
|
|
|
a. Predictors: (Constant),
motivation, b. Dependent Variable:
Turnover intention
Coefficients
Model |
Unstandardized
Coefficients |
Standardized
Coefficients |
t |
Sig. |
||
B |
Std.
Error |
Beta |
||||
1 |
(Constant) |
13.290 |
2.119 |
|
6.271 |
0.000 |
Motivation |
-0.066 |
0.032 |
-0.260 |
-2.15 |
0.041 |
a. Dependent Variable: Turnover intention
Henderson et al. (2008) have
acknowledged two main categories of incentives for health worker motivation and
retention. These are financial incentives (salary supplements, benefits and
allowances) and non-financial incentives (improved working and living
conditions, continuing education and professional development, supervision and
managements etc). Rose and Miller (1984), Iverson and Roy (1994) and Van
Brenkelen (1999) suggested that pertaining to job related factors, particular
conditions of employment (e.g., salary, career opportunity etc) are important
causes of turnover intention. So it indicates that motivation can be prevailed
through different sources and each one has its own importance but if someone
whishes to retain his/her employees and reduce their intention to quit, he/she
has to keep their employees motivated. It is concluded that motivation plays a
key role in retention of employees and has an inverse relationship with
turnover intention and our study also affirms the related literature.
Discussion
This study was undertaken to find
the relationship between motivation and turnover intention. The obtained
results state that motivation has a significant and negative relationship with
that of turnover intention. Similarly the relationship of other subparts of
motivation i.e. intrinsic and extrinsic motivation was also found out, which
revealed that intrinsic motivation individually shows significantly negative
relationship with turnover intention but extrinsic motivation despite continuing
negative trend in relationship does give significant results.
Researchers like Adams and Hicks (2000) and Stoke (1999) have
highlighted the importance of motivation for getting employees commitment. By
reviewing the results it could be found that the study results are also in line
with that of the mentioned researchers work, and emphasizing upon the
motivation of employees for reducing turnover intention.
Summary and Recommendations
This study was carried out with the purpose of finding the
relationship of motivation, intrinsic motivation and extrinsic motivation with
that of turnover intention, specifically in personnel of the studied
organization at Charsadda locality.
To achieve the desired objectives, primary data was collected at
first instance through pre-designed questionnaires. All the questions in there
were close ended. In fact each questionnaire was a combination of three
questionnaires' .i.e. intrinsic motivation, extrinsic motivation and turnover
intention questionnaires. Questionnaire for intrinsic motivation was designed
by Williams and Anderson (1991), extrinsic motivation questionnaire was again
designed by Williams and Anderson (1991), and questioner for finding turnover
intention was developed by Camman et al
(1979). As the questions were close- ended, five point Likert scale was
used to measure various views and responses.
After collecting the data its reliability was measured by using
Cronbach's Alpha. Correlation among the variables was tested by the use of
Pearson correlation. Due to qualitative nature of the data firstly variables
are presented in the form of counts and percentages. For investigating the
perception of respondents regarding each variable, Mean average score (MAS)
were calculated and for further justification of the results, regression
analysis was calculated at 5% level of significance.
However after measuring the Cronbach's Alpha for all the variables
it can be stated that as for every individual variable the value was greater
than .65 and even greater than 0.70, the data is reliable. Similarly
correlation technique was used in order to examine the possible association and
its nature among the variables. Keeping in view the correlation table values,
it can be found that there is significant and inverse relationship between
Motivation and turnover intention. Also the relationship between intrinsic
motivation and turnover intention is significant and inverse. However the
relationship between extrinsic motivation and turnover intention was not
significant as per obtained data results but is inverse.
Recommendations
1)
The good working relationships should be preserved.
2)
The government should impose such developmental policies, which
could promote desire and opportunities for higher education among the
employees.
3)
Government should introduce a systematic development plan based on
the education level of the employees.
4)
Government and upper level personnel among the organization
hierarchy should promote proper need base training, not only for employees
professional development but also for creating awareness regarding social
responsibilities.
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