Post on 01-Mar-2023
EXPLORING THE CAUSES AND CONSEQUENCES OFEMPLOYEE INTENTION TO QUIT IN DESCON
By
Samara Afzal
MBA 2014
Research article
Submitted to: Shamila Nabi Khan
Abstract
This study was conducted in an effort to investigate the
emergence of employee’s intention to quit in the organization. It
investigated the relationship between employee’s intention to
quit and various factors which led to the employee turnover.
These factors include customer relationship management
organization, knowledge management, technological based customer
relationship management, employee job satisfaction, and
organizational commitment and employee retention programs. In
order to conduct the study regression and significant tests had
been used which revealed the relationships between the variables.
Keywords: employee intention to quit, knowledge management, CRM
organization
Introduction
The company started its operations in 1977. In the first year of
operations, the company was involved in the construction of plant
and providing services.
Employee turnover has been a critical issue in many regions. High
turnover proportion in the organizations causes high cost of
enlisting and preparing new employees, diminishing of
organizational implementation, absence of authoritative worker
progression and hierarchical solidness. Subsequently, turnover is
an undesirable occasion in the associations, on the grounds that
long haul benefit is affected not just by contracting the best
qualified staff, yet keeping them in the association for drawn
out stretches of time.
For the recent decades, worker maintenance has been of great
interest to specialists and researchers in different fields. To
stay aggressive in the quickly growing worldwide economy it’s
important to keep pace with mechanical advances which obliges a
workforce with vigorous institutional learning; in this manner,
worker maintenance is of extraordinary importance.
Earlier research has demonstrated that occupation fulfillment is
firmly and conversely connected with worker's plan to leave an
association (Egan, Yang & Bartlett, 2004). As it were, more
fulfilled workers are less inclined to look for another
employment, with another boss. Consequently, concentrating on the
elements connected with employment fulfillment is handy and
profitable.
Two general classifications are accepted to impact worker work
fulfillment: demographic factors and organizational factors.
Demographic attributes incorporate age and gender. While, on the
other hand organizational factors include employee retention
programs, employee job satisfaction and organizational
commitment.
Employee job satisfaction is being created as a moderator between
the customer relationship management and employee turnover.
In Pakistan employee turnover has been of great area of interest
since many decades. Employees’ intent to leave their jobs due to
many factors that include demographic as well as the working
environment of the organization.
Recently, researchers have increased their viewpoint of turnover
to incorporate groups of CRM practices and their impacts on
employment fulfillment, duty and turnover (Alfes et al., 2013).
For instance, Alfes et al. (2013) talks about the "captivated"
representative and connects this with turnover plans. They draw
on social trade hypothesis to demonstrate that representatives
will be more captivated when their work is significant, when they
have associations with others and when they feel esteemed and
trusted by their executive.
Alfes et al. (2013) found that captivated representatives are
more prone to stay with an association.
Representative support is additionally connected; both with
expanded occupation fulfillment and diminished turnover. For
instance, a workplace that permits interest in choice making has
been demonstrated to build work fulfillment (Scott et al., 2003)
and more prominent association in consideration getting ready for
attendants' collaborators has been connected with diminished
turnover (Simons and Jankowksi, 2008).
Employee job satisfaction is being considered as a moderator
between the employee intention to quit and customer relationship
management. In this paper the moderating role of employee job
satisfaction is being investigated to learn the impact of CRM and
its importance in employee turnover.
Theoretical Background
Agrela, et al (2008) states the need to concentrate on the
variables that influences maintenance prompting development and
achievement of associations. Studies recommends that maintenance
methods, which adequately fulfill the needs of all workers thus
improves the capacity for organizations to adjust all the more
viably to progressing authoritative change (Gale Group, 2006).
Exploration demonstrates that patterns rethinking present day
maintenance methodologies go past the conventional pay and
profits bundle (Gale Group, 2006) and recompense (Feldman, 2000)
grasping worker inspiration (Thomas, 2000), as one of the key
components to indulge the differing qualities and long stay of
the workforce in the association. Maintenance elements joining
the needs and cravings of workers at any age upgrade levels of
individual occupation fulfillment, unwaveringness, and duty
(Boomer Authority, 2009).
Cunningham (2002) expresses that representative’s rank
representative distinguishment, adaptability and preparing as top
needs for delaying individual work, while Walker (2001) and
others call for securing a strong learning and working atmosphere
for representative maintenance. Further, profession improvement
(Boomer Authority 2009), hierarchical responsibility (Patrick
Owens, 2006), correspondence (Gopinath and Becker, 2000) and
unrivaled subordinate relationship (Zenger, Ulrich, Smallwood,
2000) are likewise the elements known for delayed stay of the
workers in the association. The rundown of maintenance components
and writing survey is most certainly not intended to be
comprehensive of all conceivable speculations or variables
identified with worker maintenance and turnover (Griffeth et al.,
2000).
Shang and Lu (2012), stated that The essentialness of
representatives in any association's accomplishment of business
destinations and execution has been
Discriminatingly accentuated in surviving writings, most
particularly in the fruitful execution of CRM to accomplish and
manage company's playing point in the connection of call focuses
(Abdullateef et al., 2013; Akroush et al., 2011; Senior member,
2007). In backing of this is the confirmation from Zahedi,
Cheshmberah & Tofighi (2011) who contended that CRM include the
synchronization of exercises to expanding both interior and outer
clients' fulfillment by building solid and better relationship
among clients through the selection of different procedures. This
raised a contention that proposed to the administration of firms'
the need to understand the suitable strategies that could aid in
diverting the workers' conduct to execution change in their work
(Gonza'le & Garazo, 2006). It was then found that CRM has the
capacity to improve and guarantee a noteworthy yield on
relationship speculations if appropriately actualized and oversaw
(Yueh et al., 2010).
Nonetheless, the model proposed in this study conceptualizes the
linkages between CRM Dimensions (Customer Introduction, CRM
Organization, Knowledge Management, and Technological Based CRM),
Employee Job Fulfillment, Qualitative Overstretch and Intention
to Quit inside call focus industry. Discoveries from abundant
written works has recognized steady representatives wearing down
as issue call focuses administration are even now applying
tenacious endeavors to diminish till date (Calisir et al., 2011).
All the more in this way, surviving writings has made
representative employment fulfillment as the major causal
variable of this marvel that has unintentionally helping
contrarily to client fulfillment and unwaveringness, and
additionally hampering the execution of association and
aggressive edge (Joseph et al., 2007; Korunka et al., 2008;
Mcknight et al., 2009).
Then, accessible confirmation in the current showcasing written
works unequivocally concurred that CRM measurements as capable
administration rehearse that associations' can rely on to
accomplish their destinations (Yueh et al., 2010; Sin et al.,
2005; Yim et al., 2005).
From the theoretical framework research questions were
established and based on those research questions the following
null hypotheses were formed.
Socio-demographics of employee intention to quit
Hypothesis 1:
Ho1. There is no relationship between socio demographic variable
such as gender and employee intention to quit.
To test the hypothesis, t-tests and ANOVA table is being used.
Organizational commitment and employee intention to quit
Hypothesis 2:
Ho2. There is no relationship between organizational commitment
and employee intention to quit.
To test the hypothesis mean scores of organizational commitment
and employee intention to quit were calculated. The
organizational commitment was regressed on employee intention to
quit as tested at p<0.05.
Employee retention programs and employee intention to quit
Hypothesis 3:
Ho2. There is no relationship between employee retention programs
and employee intention to quit.
To test the hypothesis mean scores of employee retention programs
and employee intention to quit were calculated. The employee
retention programs was regressed on employee intention to quit as
tested at p<0.05.
Moderation model
Hypothesis 4:
Ho4.. Employee job satisfaction will not moderate the
relationship between CRM organization and employee intention to
quit.
To test the hypothesis mean scores of CRM organization and
employee job satisfaction were calculated. The beta coefficients
were being considered in order to analyze the hypothesis.
Hypothesis 5:
Ho5. Employee job satisfaction will not moderate the relationship
between technical based crm and employee intention to quit.
To test the hypothesis mean scores of technical based crm and
employee job satisfaction were calculated. The beta coefficients
were being considered in order to analyze the hypothesis.
Hypothesis 6:
Ho6.. Employee job satisfaction will not moderate the
relationship between knowledge management and employee intention
to quit.
To test the hypothesis mean scores of knowledge management and
employee job satisfaction were calculated. The beta coefficients
were being considered in order to analyze the hypothesis.
REVIEW OF RELATED LITERATURE
Customer relationship administration (CRM) has been called an
inexorable actually tireless development in light of the fact
that it speaks to the way clients need to be served, and offers a
more powerful and productive method for directing business
(Rogers 2004, p. 6). Underpinning the ideal model of CRM is the
fundamental conviction that client connections, in the same way
as other vital resources in an association, can be successfully
created furthermore oversaw.
Customer relationship management organization
Yim,. Anderson, and Swaminathan(2005),indicated that despite the
quickly developing client relationship administration (CRM)
writing, the measurements of CRM and their impacts on client
conclusions stay ambiguous. It shows that directors need to think
past the mechanical segments of CRM and concentrate on four key
CRM measurements to fundamentally improve client dedication and
deals development.
As per Duńu, Hălmăjan (2011), CRM is a business procedure which
intends to make esteem for both association and clients through
launching and keeping up client connections. As a center
technique, CRM is focused around utilizing an advertising data
framework and the organization's IT foundation.
An alternate examination stream concentrated on the recognizable
proof of CRM discriminating achievement elements Csfs (e.g., King
& Burgess, 2008; Ngai, Xiu, &Chau, 2009; Da Silva &Rahimi, 2007;
Mendoza et al., 2007; Corteau and Li, 2003;lindgreen, Palmer,
Vanhamme&Wouters, 2006). In spite of the fact that this work
gives managerial ramifications regarding key achievement
forerunners, they neglect to characterize the separating
components that empower a few associations to beat others in
dealing with their clients' relations. The asset based
perspective of the firm RBV has been connected in the IS and
showcasing writing to clarify hierarchical capacities and their
effect on point of interest (e.g., Bhatt & Grover, 2005; Coltman,
Devinney, &Midgley, 2011; Day, 1994, 2000; Melville, Kraemer,
&Gurbaxani, 2004; Peppard& Ward, 2004; Ray, Muhhana, & Barney,
2005). The RBV recommends that reasonable point of interest
results from the capacity of the firm to incorporate and compose
important assets in such a route as to make different abilities
that are heterogeneous, stationary, and hard to copy (Day, 1994;
Grant, 1991; Barney, 1995).
Knowledge management:
Korzeniowski (2013) noted that concerning information,
partnerships keep on struggling with two clashing objectives. On
one hand, they need to gather and merge data to streamline their
operations. On the other, information archives regularly grow up
in an impromptu manner (particularly in extensive organizations),
so it gets to be troublesome (and sometimes unimaginable) to
comprehend the association's millions and even billions of
records.
That yin and yang is presently playing out with CRM and learning
administration (KM) frameworks. The two grew up as generally
independent controls, however as of late; there has been a push
for tighter incorporation between them. "We are seeing a pattern
to a solitary stage for everything CRM needs, with information
administration in-fabricated or incorporated with the CRM
framework.
Then again, merging the two applications speaks to a huge test.
Initially, firms need to uncover the whereabouts of the majority
of their institutional information, which generally is scattered
arbitrarily all through the association. Next they have to decide
how to incorporate their different data sources, a procedure
loaded with specialized and managerial area mines. At long last,
they need to discover subsidizing for the task. In the event that
the reconciliation is attained to, which could be a multiyear
handle in substantial undertakings, the potential advantages are
incredible: streamlined operations, lower administration costs,
and enhanced consumer loyalty.
To begin with, scholarly writing has principally tended to the
impact of single CRM exercises, concentrating on either
innovative (e.g., Jayachandran, Sharma, Kaufman, & Raman, 2005),
hierarchical (e.g., Sabherwal, Jeyaraj, &Chowa, 2006), or vital
perspectives (e.g., Bell, Deighton, Reinartz, Rust, & Swartz,
2002) and their specific impact on execution. Nonetheless, CRM
"obliges a cross-utilitarian coordination of procedures,
individuals, operations, and promoting abilities that is
empowered through data, engineering, and applications" (Payne &
Frow,2005, p. 168). Along these lines, CRM usage must be assessed
utilizing a more comprehensive methodology. In practice, numerous
organizations have concentrated on mechanical arrangements
identified with the client database joined by programming
preparing projects (Csoinsights, 2006).however, effective
execution additionally obliges changes in authoritative
structures, the extent to which workers are spurred to make
utilization of CRM, and the utilization of complex task
administration intended for managing the progressions launched
(Day & Van nook Bulte, 2002). Achievement comes not from the
aggregate of single exercises yet rather from communications
between exercises. This applies particularly to connections with
help exercises inside the organization (i.e., top
administration's giving CRM key help and workers' really
utilizing CRM frameworks; Payne &Frow, 2005).According to
Boulding, Staelin, Ehret, and Johnston (2005, p.161), little
consideration has been paid to individuals related
collaborations.
Technological based CRM:
Yim, Anderson and Swaminathan (2005) noted that Numerous CRM-
situated exercises, for example, learning administration,can't be
enhanced without leveraging the most recent engineering.
In fact, most CRM applications take extraordinary focal point of
engineering advancements with their capacity to gather and
examine information on client examples, create forecast models,
react with opportune and powerful redid correspondences, what's
more proficiently convey customized quality offerings to singular
clients (Peppard 2000; Vrechopoulos 2004).
With the advancement of complex data administration instruments,
for example, database advertising, information warehousing,
information mining, and push innovation, organizations are
striving to flawlessly consolidate the most recent engineering
into their CRM frameworks. Specifically, business people often
rely on upon consistently upgraded programming projects to better
react to their clients and fabricate continuing client
connections (Kotler 2004, p. 141).
CRM innovation helps organizations and their business people
gather, break down, and convey data for improved prospecting,
enhanced correspondence and deals presentations, and custom-made
item designs. It additionally encourages cross-referencing of
clients inside divisions of an organization for more prominent
deals opportunities (Widmier, Jackson, 2002). Among the
significant results looked for by consolidating CRM-based
innovation are improved consumer loyalty, higher client
maintenance, and more beneficial long haul client connections
(Butler 2000).
In synopsis, fruitful CRM executions rely on upon consolidating
the four previously stated measurements concentrating on key
clients, sorting out around CRM, overseeing information,
furthermore joining CRM-based engineering into a powerful general
CRM technique. Insufficiencies in any of these zones can render
the association's CRM attempts lessened or even insufficient.
With a solid concentrate on key clients profoundly implanted all
through its CRM framework, the whole organization ought to be
composed around developing these important connections. The
hierarchical structure needs to be adaptable and, if necessary,
reconstructed to create customer centric qualities (Homburg,
Worker, and Jensen 2000) and enhance coordination of client
centered, cross-utilitarian groups (Brown 2000; Homburg, Workman,
and Jensen 2000; Sheth and Sisodia 2002). For CRM accomplishment,
there likewise must be an organization wide duty of assets. With
purposeful endeavors by all authoritative capacities to
consistently give a stream of quality rich activities and client
conclusions (Ahmed and Rafiq 2003; Groénroos 1990), the
organization and its business power are guaranteed that they can
fulfill clients' necessities and upgrade client connections.
Employee job satisfaction:
Spector (1997) alludes to employee job satisfaction as far as how
individuals feel about their occupations and diverse parts of
their employments. Ellickson and Logsdon (2002) help this
perspective by characterizing occupation fulfillment as the
degree to which workers like their work. Schermerhorn (1993)
characterizes work fulfillment as a full of feeling or
enthusiastic reaction towards different parts of a worker's work.
C.r.reilly(1991) characterizes work fulfillment as the
inclination that a specialist has about his occupation or a
general state of mind towards work or a vocation and it is
affected by the view of one's employment. J.p.Wanous and E.e.
Lawler (1972) alludes work fulfillment is the entirety of
occupation feature fulfillment over all aspects of a vocation.
Abraham Maslow(1954) recommended that human need from a five-
level chain of command going from physiological needs, security,
belongingness and affection, regard to culmination toward
oneself. In light of Maslow's hypothesis, work fulfillment has
been approached by a few analysts from the viewpoint of need
satisfaction (Kuhlen, 1963; Worf, 1970; Conrad et al., 1985)
Work fulfillment and disappointment not just relies on upon the
way of the employment, it likewise rely on upon the desire what's
the occupation supply to a representative (Hussami, 2008). Lower
comfort costs, higher hierarchical and social and inborn prize
will build work fulfillment (Mulinge and Mullier, 1998; Willem et
al., 2007). Work fulfillment is perplexing wonder with multi
features (Fisher and Locke, 1992; Xie and Johns, 2000); it is
affected by the elements like compensation, workplace, self-
governance, correspondence, and hierarchical responsibility
(Lane, Esser, Holte and Anne, 2010; Vidal, Valle and Aragón,
2007; Fisher and Locke, 1992; Xie and Johns, 2000)
A thorough definition given by Locke(1969), expresses that
occupation fulfillment is a pleasurable or positive passionate
state coming about because of the evaluation of one's employment
or employment encounters. Agho, Mueller and Price (1993)
additionally characterize work fulfillment as an individual
assessment of conditions present in the occupation, or results
that emerge as a consequence of having a vocation.
Therefore, organizational commitment has turned into a real
distraction all through numerous nations. This has prompted an
extensive increment in the advancement of open arrangements and
projects went for tending to the issue and numerous experimental
investigations of such (Joolideh and Yeshodhara, 2009).
Employee retention programs:
The contemporary worldwide financial environment has changed
radically and keeps on doing so. Social improvements, for
example, proceeding with globalization, innovative development, a
It must be noted that, specifically, the way workers see and
experience the working and learning atmosphere is discovered to
be imperative for their maintenance (Birt et al. 2004). This
discovering underlines the need to consider both individual and
hierarchical components in considering activities to upgrade the
maintenance of talented workers.
Intention to quit:
Employee turnover is a broadly explored issue of hierarchical
therapists. There have been a few hundred studies completed on
worker turnover since 1900 (Cotton & Tuttler, 1896).
Representative turnover is a progressing theme of examination,
particularly in the range of open administration, medicinal
services, accommodation and innovation areas (Decker et al.,
2003; Fields, 2005; Davidson, 2006; Hatton et al., 2001). In this
paper, the issues identified with worker turnover and part's
propositions to stay or leave were examined contextualizing the
theme to assembling area. Representative turnover is
characterized as the flood and exists of people into and out of
the workforce of an association, over a particular time of time
(Watkins, 1953). To a certain expand 'part's plan to stay back in
the association' is identified with numerous key authoritative
conduct and administration space like, inspiration, authority,
hierarchical society, hardworking attitudes, worker relations,
authoritative strategies, authoritative responsibility and so
on., like a few individual and hierarchical elements.
Aguenza and Som (2012) explored that a primary concern of any
association is its ability to pull in, captivate, and hold the
right representative. Certain elements are urgent in impacting
the workers' choice to either leave or stay in an association.
Regardless, the imperativeness of different components ought not
to be miscounted when defining a maintenance arrangement.
Association ought to give various procedures to expand worker
maintenance, for example, outline an intriguing representative
worth recommendation; create an aggregate prize framework that
contains more than recompense; give helpful perspective on
representative execution on normal premise; actualize
adaptability programs regarding work-life offset; assemble a
society of engagement, create and refine administration aptitudes
to be compelling, as it captivates workers while driving enhanced
execution in the meantime (Neelman, 2012). Additionally, managers
ought to concentrate on issues and on the individual connections
they have with the worker to perform each one capacity. This
examination looked to recognize considers that influence
representative maintenance and anticipate ways that the
association can enhance current practices.
Jacobson (2011) expresses that each worker has a need to be
lauded and perceived, and the all the more frequently they get
it, the better. Being perceived for making a decent showing
brings about a noticeable improvement about themselves and the
association they work for guaranteeing more faithfulness.
Superintendents are in the best position to perceive and hold
today's workers. Heathfield (2012), recommends that associations
ought to prioritize representative distinguishment to make a
positive, profitable and imaginative authoritative atmosphere. He
included that individuals who feel acknowledged are more
beneficial about themselves and their capacity to help the
accomplishment of hierarchical objectives. In 2011, Accenture in
Ireland led an overview about the level of distinguishment that
workers get for making a decent showing with work, and discovered
63% who have no arrangements of leaving are fulfilled by their
distinguishment, while 24% are not fulfilled by the
distinguishment of the associations. Given these various results,
associations ought to look for changes to enhance their systems
like to take out preference, perceive more than simply the world
class, and quality representatives for more than their work.
Nelson (2003), recommends that, with the goal associations should
guarantee that representative distinguishment exercises are
compelling, authentic and serious, they ought to consider the
accompanying: distinguishment ought to be reasonable,
straightforward, comprehensive, visit, convenient and changed;
the type of distinguishment utilized ought to be fitting to the
commitment that was made; distinguishment ought to be genuine and
reflect the inclination of the beneficiaries. Heathfield (2008),
includes the accompanying rules for successful representative
distinguishment: reasonableness, clarity and consistency; worker
distinguishment methodologies and substance must be steady;
associations must be particular in telling the individual the
purpose behind the distinguishment.
METHODS AND PROCEDURES
Sample size Determination
Dutu and Halmajan (2011) have suggested that if the study sample
comprise of 1,223 administration firms chose on an irregular
likelihood premise from the population.
The population in this study was all the employees of the Descon
Integrated Projects Limited. In order to ease out the research
the sample of 200 employees was being taken. The geographical
area of the organization is Lahore. Two hundred questionnaires
were being distributed among the employees of the organization.
Questionnaire: Development and Description
The data collection was done by questionnaire for this research;
and it consisted of combination of instruments. Questionnaires
related to each of the independent moderating and dependent
variables were combined to make one comprehensive Questionnaire
that the respondents could complete.
The questionnaire for this research consists of five sections.
The first section is the CRM, in this section questions related
to CRM organization, technical based CRM and knowledge
management. This section contains eighteen items which are being
distributed among the three variables.
The second section consists of employee job satisfaction. This
section contains twenty items. These items were being taken from
the articles and online sources. Since it’s the moderating
variable therefore it was made sure that the items cover all the
dimensions.
The third section consists of organizational commitment. It
contains eighteen items.
While the fourth section in the questionnaire contains items
related to the employee retention programs.
The last and the fifth section consists of the items related to
the dependent variable which in this case is employee intention
to quit.
The questionnaire was made according to the variables in the
framework. The independent variables and the moderating variable
was being considered in detail while designing the questionnaire.
In order to investigate the relationships between variables the
items were being selected from various articles so that the
impact on the dependent variable would be examined properly.
Variable Constitutivedefinition
Operativedefinition
Independentvariables
CRM organization The ongoingmanagement ofcustomerrelationships.
The mean of items 1-5 measured on a 2 point scale of 1=Agree and 2=Disagree
Knowledge management Effectivelytransformingcustomerinformation
to customerknowledge
The mean ofitems 10-18measured on a 2point scale of1=Agree and2=Disagree
Technical based CRM CRM technology helps companies and their salespeople collect, analyze,and distribute information for enhanced prospecting, improved communication andsales presentations, and tailored product configurations.
The mean ofitems 6-9measured on a 2point scale of1=Agree and2=Disagree
Employee job satisfaction
It is defined as the positive emotional
The mean of items 19-39, measured on a 5
response to the job situation resulting from attaining what the employee wants from the job.
point
scale of 1=strongly agree
and 5= strongly disagree
Organizational commitment
Desire of employees to remain employed with their organization.
The mean of
items 40-48,
measured on a 2
point scale of
1=yes and 2= no
Employee retentionprograms
The objective of retention policies should be to identify and retain committed employees for as long as is profitable both to the organization and the employee.
The mean of items 49-63,
measured on a 10point
scale of 1=strongly disagree
and 10= stronglyagree
Dependent variable
Employee intentionto quit
The intention of an employee to quit his current job and discarding of hisor her organizational membership
The mean of items 64-67, measured on a 2 point
scale of 1=yes
and 2= no
Measurement in Research
Validity and reliability of the items are characteristics of a
good test. Validity refers to meaningfulness and appropriateness
of the result. Validity was measures by principal component
analysis, varimax rotation. Reliability refers to the error of
measurement that is present in the scores which the measure or
test yields. The internal reliability is the extent to which the
individual items on the questionnaire that constitute a test are
correlated with one another or with the test total. Cronbach’s
coefficient alpha was used to measure reliability.
Results
It can be observed from the table below that employee intention
to quit is correlated positively with employee job satisfaction.
Though the strength of the relationship is not so great but the
positive sign indicates that more the employees are satisfied
with their jobs more they tend to leave the organization. But on
the other hand theory supports the fact that more employees are
satisfied with their jobs; less they would leave the
organization. So the sign of the coefficient comes out to be
inconsistent with the theory. Since the research is being
conducted in Pakistan therefore it can be assumed that the value
comes out to be inconsistent.
In order to ease out the research the variable CRM contains three
variables namely CRM organization, knowledge management and
technical based CRM. Since the three variables impact employee
intention to quit in the similar manner therefore they are being
considered together.
In addition CRM is comes out to be positively related with the
employee intention to quit. This seems inconsistent with the
theory because the relationship should be negative. Again since
this study is being conducted in Pakistan therefore it can be
assumed to happen.
On the other hand the organizational commitment is seemed to be
positively related with the employee intention to leave. This
relationship is again inconsistent due to the reason mentioned
above.
Employee retention programs are negatively related with the
employee intention to quit. Though the strength of the strength
of the relationship is very weak but the sign of the coefficient
is consistent with the theory. Theory supports the fact that the
more employee retention programs are there the easier for the
organization to retain skilled and talented employees. Hence
there would less chance for employees to quit and there would be
less intention for employees to quit.
β P
Employee
job
satisfactio
n
← CRM organization 0.02 0.802
Intention
to Leave←
Employee job
satisfaction0.12 0.721
Employee
job
satisfactio
← Knowledge management 0.201 0.439
n
Intention
to Leave←
Employee job
satisfaction0.04 0.243
Employee
job
satisfactio
n
← Technical based CRM 0.43 0.897
Intention
to leave←
Employee job
satisfaction0.56 0.865
The table above shows the coefficients and p-values for the model
which was being conducted on the basis of the moderation.
The three variables which were CRM organization, technical based
crm and knowledge management are of positive relation with
employee job satisfaction. Though the strength of the
relationship is very weak with all the three variables, but the
positive relationship depicted by the table seems to be
consistent with the theory.
β P
Intention to
Leave ← Employee Job Satisfaction 0.03 0.707
Intention to
Leave ←
Customer Relationship
Management 0.01 0.896
Intention to
Leave ← Organizational Commitment 0.079 0.319
Intention to
Leave ←
Employee retention
programs
-
0.073 0.358
The table above gives the values for Pearson correlation. It
is the correlation matrix. It can be seen from the table
above that only organizational commitment is significant at
0.10 level (2 tailed). All other variables are insignificant.
Since the study is being conducted in Pakistan and the
questionnaires are being filled by Pakistani employees,
therefore the results are not as expected.
All data analyses for this research were generated using SPSS.
This chapter is divided into two sections. The first section
presents the demographic data obtained from the questionnaire
concerning the demographic characteristics of the respondents.
The second section deals with testing of the null hypothesis and
included the results of correlation coefficient, ANOVA and
regression tested at p-value < 0.05 significance level.
Conclusion
It can be seen that as the study is being conducted in Pakistan
therefore there are great discrepancies from the literature. It
can be hence concluded that in Pakistan customer relationship
management is not being mediated greatly through employee job
satisfaction. There could be other variables affecting that
relationship mainly favoritism etc.
Managerial implications
Companies should engage in customer relationship management
through enhancement of marketing department .Companies can reduce
their employee turnover through greater incentives, rewards and
financial bonuses. By focusing more on CRM, companies can
increase the employee job satisfaction. By increasing the
employee job satisfaction companies will gain greater employee’s
organizational commitment and therefore will have less employees
who intent to quit or leave the organization. Companies in
general and Descon in particular can reduce employee turnover and
can increase organizational commitment through greater employee
retention programs and with better deployment of resources and by
enhancing CRM.
References
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