Conceptual Framework

Journal of Economics and Behavioral Studies Vol. 2, No. 2, pp.41-49, Feb 2011 Conceptual framework on the relationship between human resource management practices, job satisfaction, and turnover *Hamdia Mudor1 Phadett Tooksoon2 of Communication Sciences, Prince of Songkla University, Pattani Campus, Thailand 2Faculty of Business Administration and Liberal Arts, Rajamangala University of Technology Lanna Tak, Thailand *[e-mail]
1Faculty

Abstract: This paper attempts to propose a conceptual framework consisting of three human resources management (HRM) practice (supervision, job training, and pay practices), job satisfaction, and turnover, and to explain the relationships among these variables. Job satisfaction played an important role to employees’ turnover because it would lead employee resigned when their job satisfaction is low. The results indicate HRM practice a positively and significantly correlated with job satisfaction. On the other hand HRM practice and job satisfaction are negatively and significantly correlated with turnover. However, the results of HRM practice and job satisfaction are strong predictors of turnover. Keyword: Human Resource Management Practice, Job Satisfaction, Turnover 1. Introduction In previously studies, there are plentiful of job satisfaction research that often in two different types of variable which effect on job satisfaction (Steijn, 2002). First, individual characteristics define as race, gender, educational level and age such as the study of Reiner and Zhao (1999) explain a significant effect on age whereas Ting (1997) clarifies age and race associated effect to job satisfaction. On the other hand, in the second place in most studies are work environment as supported by Herzberg (1966) as the primary determinant of employee job satisfaction. For example, Reiner and Zhao (1999) employ five dimensions of the work environment; skill variety, task identity, task significant, autonomy, and feedback. However, their

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