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1、ExplainingemployeeturnoverinanAsiancontextNareshKhatriandChongTzeFern,NanyangTechnologicalUniversityPawanBudhwar,CardiffBusinessSchoolHumanResourceManagementJournal,Vol11No1,2001,pages54-74EmployeeturnoverisgivingsleeplessnightstoHRmanagersinmanycountriesinAsia.Awidely-heldbeliefinthes
2、ecountriesisthatemployeeshavedeveloped`bad’attitudesduetothelabourshortage.Employeesarebelievedtojob-hopfornoreason,orevenforfun.Unfortunately,despiteemployeeturnoverbeingsuchaseriousprobleminAsia,thereisadearthofstudiesinvestigatingit;inparticularstudiesusingacomprehensivesetofvariabl
3、esarerare.ThisstudyexaminesthreesetsofantecedentsofturnoverintentionincompaniesinSingapore:demographic,controllableanduncontrollable.SingaporecompaniesprovideanappropriatesettingastheirturnoverratesareamongthehighestinAsia.Findingsofthestudysuggestthatorganisationalcommitment,procedura
4、ljusticeandajob-hoppingattitudewerethreemainfactorsassociatedwithturnoverintentioninSingaporecompanies.Contact:NareshKhatri,AssistantProfessor,NanyangBusinessSchool,NanyangTechnologicalUniversity,MailBox:S3-B2-C-82,Singapore639798.Email:ankhatri@ntu.edu.sgoluntaryturnoverisamajorproble
5、mforcompaniesinmanyAsiancountriessuchasSouthKorea,Malaysia,SingaporeandTaiwan(Barnett,1995;Chang,V1996;Syrett,1994).Forexample,in1995(thelastyearforwhichcomparativedatawasavailable)theaveragemonthlyresignationrateswerenotedas3.4percent,2.9percentand2.7percentinSingapore,SouthKorea,andT
6、aiwan,respectively(BarnardandRodgers,1998).InarecentforumoftheHRprofessionalbodiesofHongKong,MalaysiaandSingapore,participantswereunanimousintheirviewthatjob-hoppinghadbecomesorampantintheseAsiancountriesthatithad,infact,becomeaculture(AsiaPaci®cManagementNews,1997).Similarly,ithasbeen
7、foundthatemployeeturnoverisrampantinChinaaswell(Adweek,1993;MacLachlan,1996).HighturnoverrateswereobservedamongChinesenationalsemployedinSino-foreignpartnershipsbecauseof`talentraiding’whicharisesasnewjointventuresandforeignrepresentativeof®cesofferattractivepayandincentivesinorderto
