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2024-09-29

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Vol. 9 No. 9 (2024): Published

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How to Cite

hwei, R. ban boon, & anuar, A. (2024). The determinants of turnover intention among employees in banking industry. Environment and Social Psychology, 9(9). https://doi.org/10.59429/esp.v9i9.2975

The determinants of turnover intention among employees in banking industry

Roy ban boon hwei

Graduate School of Management, Post Graduate Centre, Management and Science University, University Drive, Off Persiaran Olahraga, Selangor, 40100, Malaysia

Aimi anuar

Faculty of Business Management and Professional Studies, Management and Science University, University Drive, Off Persiaran Olahraga, Selangor, 40100, Malaysia


DOI: https://doi.org/10.59429/esp.v9i9.2975


Keywords: Human resource management (HRM), Training and development, Compensation, Turnover intention

Abstract

The banking sector occupies a crucial role within the global economy, serving as a vital channel for financial transactions that profoundly impact the lives of individuals. Extensive scholarly research has rigorously explored its multifaceted implications, with a predominant focus on turnover intention. Notably, significant academic attention has centered on understanding the dynamics affecting bank employees within this framework. This study specifically investigates how human resources management (HRM) practices implemented by employers within banking organizations influence employee turnover intention. It specifically delves into two pivotal factors, namely training and development, and compensation, within the unique context of Malaysia's banking sector. To gather empirical data, a self-administered questionnaire survey was meticulously conducted, yielding 363 valid responses suitable for rigorous analysis. The reliability and validity of the survey were ensured through comprehensive validation using both SPSS and Smart PLS techniques, which facilitated a nuanced examination of variable relationships. Key findings from the study underscore substantial relationships between training and development, compensation, and turnover intention among banking employees. However, the potential for enriching this domain persists through the integration of additional constructs and expanding research horizons. By shedding light on these relationships, this study contributes novel insights, particularly benefiting the banking sector. It emphasizes the significance of HRM practices in shaping organizational behavior and highlights avenues for future scholarly exploration and practical application in enhancing employee retention strategies.

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