Workers turnover can be a very expensive experience for a firm and can significantly affect the productivity of the organization consequently affecting the net worth of the organization adversely. Additionally, high turnover of employees is known to lower the morale of the workers and for that reason, workers tend to shirk away from their responsibilities. Therefore it is imperative to formulate policies that will cater the welfare of the workers that will enhance their willingness to work efficiently towards meeting the company’s objectives (Stanley et al, 2013). There are several studies that were conducted by different scholars that reveal there is a sturdy relation between enhancing job contentment by providing medical facilities, education opportunities and other social services to employees and lowering employee turnover. Whoever, it is vital for the management to establish first, the factors that the employees consider to be more crucial in terms of enhancing job satisfaction before implementing job satisfaction programme in an attempt to curb employee turnover (Yang et al, 2012).

Workers’ turnover has over decades attracted the attention of companies and scholars. Chen, et al (2011) argued that poor working conditions in a company are a major determiner to employee turnover. Grissom, et al (2012) asserted that high frequency of employee turnover is contributed by job dissatisfaction and therefore most of the companies have been undergoing a great loss over the last two decades due to lack of proper arrangement to mitigate this challenge. The correlation between lack of job satisfaction and the high turnover rate has increased significantly thus making profit maximization as the chief objective of most companies to be difficult to achieve it (Valentine, et al, 2011).

Several theories have been proposed to predict early indications of undetected turnover, and for that reason provide the companies’ management an ample time to respond to the sentiments raised by the employees. As indicated by Hancock, et al (2013) it is focal to research and cognize the chief determiners of occupation satisfaction among the employees. Having identified these factors, the managers will have the right input to make the right decisions that will protect the interests of the employees hence enhancing job satisfaction. Moreover, it is prudent to encourage the employees to participate in making policies that will protect their interests (Ponnu & Chuah, 2010). It is good for managers to evaluate the causes and consequences of employee turnover and therefore the policies should be formulated and implemented early in advance in order to avoid turnover that may interrupt the operations of the firm (Hausknecht & Holwerda, 2013).

Researchers Hogh, et al (2011) hold that there are two key factors that contribute to employee turnover, that is, demographic factors and place of work surrounding. The demographic factors that have proved to hold a significant influence upon job satisfaction are age, gender, educational level and office tenure. On the other hand, performance rewards, appraisal techniques, retirement benefits and remuneration levels are the major work environment factors that impact upon the employee’s satisfaction with his/her job which will determine the level of turnover in an organization. These researchers’ stresses that environment and demographic factors are great contributors to the employee turnover and for that reason the management should strive to ensure the two factors are well managed to enhance job satisfaction among employees.

Hom, et al (2012) asserted that job satisfaction is measured by the worker’s contentment regarding his/her position in the company and the comparison of the actual outcomes and the planned outcomes. A satisfied worker performs his/her duties under minimum supervision and the actual outcomes of the performed work are quite impressive. Contentment to job position has four parameters with an alpha value of 0.795 (Nadiri & Tanova, 2010). Employee turnover is evaluated by the following questions: holding other factors fixed, how likely is it that you are likely to shift to a new employer? Very likely, somewhat likely, and lastly not likely at all. Research findings revealed that worker’s contentment directly reduces turnover in an organization.

Similar outcomes pertaining work environment were found to concur with (Jordan & Troth, 2011). In his research findings, he revealed that despite that cash bonuses have a positive influence on improving job performance among the employees, they do not enhance job satisfaction among the workers. Instead, workers are more interested in the programmes that will cause personal growth and development, promotion, recognition at the place of work and job security. Assessing job satisfaction among workers on a daily or weekly basis will benefit the organizations by controlling employee turnover by responding to the factors that may hinder the employees’ morale to increase their productivity (Kim, 2012).

To sum up, most theories developed by the researchers majorly focus on determining the factors that will make the employees to be contented with their jobs and eliminate their intention to undertake a turnover. Whoever it is important to …

Employee Turnover