IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON EMPLOYEE TURNOVER INTENTION

ABSTRACT Recently, the academic and non-academic staff turnover rate at a local university in Selangor, Malaysia, has increased, and the cause for resignation is unclear. This study investigates the employee perception of human resource management practices and their turnover intention. A thorough literature review suggests that performance appraisal, working conditions, equal employment opportunity, training & development, and rewards are the turnover determinants in the Malaysian context. This study considered the equity theory of motivation model, known as Adam's equity theory of motivation. The primary data was collected through a survey questionnaire involving 140 academic and non-academic staff. The 5-point Likert scale was used in constructing the items of the survey questionnaire. The majority of the respondents are females between the age of 26 and 35. They are Malays married, have an educational qualification of a bachelor's degree, earn between the range of RM 3,500 and RM4,000, and work as lecturers and executives. The Cronbach's Alpha for turnover intention, performance appraisal, working conditions, training and development, and rewards is 0.600, 0.677, 0.774, 0.805, 0.680, and 0.772. Pearson correlation shows that turnover intention is significantly negatively correlated with performance appraisal(r=-0.632), working condition(r=-0,404), equal employment opportunity-0.454) training & development (-0.189), and rewards (-0.102). The multiple regression model’s R-square value is 35.8%. The hypotheses test results reveal a significant relationship between all the independent and dependent variables. This study supported the motivation theory model where better performance appraisal, working conditions, training and development opportunities, and a better reward system is important to reduce employees' intention to turnover