UNIVERSITI UTARA MALAYSIA

ACADEMIC YEAR 2017/2018 (A171)

COURSE CODE: BPMN2023

COURSE: ORGANIZATIONAL BEHAVIOR

GROUP: I (6)

GROUP ASSIGNMENT 1

JOB SATISFACTION AND TURNOVER

GROUP MEMBERS

N NAME MATRIC NO
O

1 KHOR YEE HOOI 247740

2 NOR IZATU BNTI NORDIN 245306

3 MUHAMAD SAZUAN BIN MUHAMAD ISA 246684

4 VIKHNESWARY A/P RAJAN 247317

5 WAN NUR FADILATUL SHAHIRA BT WAN MOHD 247606

SALLEH

COURSE INSTRUCTOR: DR. AMER BIN HAJI DARUS

SUBMISSION DATE: 29 NOVEMBER 2017

TABLE OF CONTENT

No. Title Page No.

1.0 INTRODUCTION 1-2
2.0 LITERATURE REVIEW
3-13

3.0 DISCUSSION
14-15

4.0 REFERENCES
-
1.0 INTRODUCTION

Based on [ CITATION Gre08 \l 2052 ]viewed job satisfaction as a feeling that can produce a
positive or negative effect toward one's roles and responsibilities at work and added that it is
important to understand the concept of job satisfaction as there is no single way to satisfy all workers
in the workplace and saw it as a positive feeling toward a person's job.[ CITATION Rob89 \l 2052 ]
defined job satisfaction as a general attitude towards an individual’s job and the difference between
the number of reward workers receive and the amount they believe they should receive. It is Robin ’s
opinion that a person with a high level of job satisfaction holds the positive attitude toward the job
while the person who is dissatisfied with the job holds negative attitude about the job. Also, satisfied
employees are known to show higher level work performance in organizations.Vroom said about job
satisfaction as " Job satisfaction is generally considered to be individuals perceptual or emotional
reaction to important parts of work.".

From the above discussion about the definition of job satisfaction from famous authors, we
can conclude that job satisfaction is the attitude which feels an employee or worker regarding his job.
It may be positive or negative. The condition is totally depended on the person's mind. By analyzing
job satisfaction an organization can possibly increase positive outcomes such as employee satisfaction
and performance and may decrease absenteeism and turnover. Investigating the employee’s value-
perception can aid in managers building and creating work environments that help them to achieve
high levels of employee satisfaction.

In human resource terms, employee turnover is a measurement of how long your employees
stay with your company and how often you have to replace them. Any time an employee leaves your
company, for any reason, they are called a turnover or separation. There is a cause of employee
turnover and it can be in two categories which are voluntary and involuntary. Each of them has
different causes. For voluntary turnover is when an employee quits. This can be due to finding a better
position at another company, a conflict with a supervisor or a personal reason, such as needing to stay
home with a family member. While involuntary turnover is when an employee is laid off or fired,
generally due to reducing staff because of a business downturn or change in business focus or because
of an employee taking some action that is cause for termination, such as theft. The reason so much
attention has been paid to the issue of turnover is that turnover has some significant effects on
organizations [ CITATION DeM87 \l 2052 ]Many researchers argue that high turnover rates might
have negative effects on the profitability of organizations if not managed properly [ CITATION
Hog92 \l 2052 ].Low absenteeism is associated with high job satisfaction while high turnover and
absenteeism are said to be related to job dissatisfaction [ CITATION Sai08 \l 2052 ].

1
 The Mobley model [ CITATION Lee88 \l 2052 ]was a landmark conceptual piece that
persuasively explained the process of how job dissatisfaction can lead to employee turnover. The
model proposes that an employee normally experiences seven sequential and intermediate stages
between job dissatisfaction and eventual turnover. Mobley theorized that job dissatisfaction leads an
employee (1) to think about quitting, which may help that employee to lead in. (2) To evaluate the
expected usefulness of searching for another job and the costs associated with quitting the current job.
From the evaluation, 3) an intention to search for alternative jobs may occur, which in turn likely
leads the employee 4) to intend searching for alternative jobs and 5) to the evaluation of the
acceptability of any specific alternatives. From that second evaluation, the employee would likely 6)
compare the new alternatives to the current job which in turn can lead to 7) an intention to quit, and
eventual employee turnover. The experience of job-related stress (job stress), the range factors that
lead to job-related stress (stressors), lack commitment in the organization; and job dissatisfaction
make employees quit [ CITATION Fli04 \l 2052 ]

Contrary to the two-factor theory of Herzberg (1960) and Herzberg, Mausner and Snyderman
(1959) (also known as motivator-hygiene theory) that pay and supervision are extrinsic elements that
do not enhance job satisfaction unlike the intrinsic factors such as achievement, recognition,
advancement, autonomy or personal growth. These factors encourage effective performance and
ensure job satisfaction. Pay and supervision are ‘demotivators or dissatisfiers’ as used in the
Herzberg’s terminology and do not encourage job satisfaction. This implies that pay and supervision
rather have the positive effect on employee turnover intention.

2
2.0 LITERATURE REVIEW

Based on American Journal of Applied Sciences 9(9), the purposes of this study were to
determine the effect of job satisfaction on turnover intentions among the employees in XYZ Sdn
Bhd, Malaysia. The statistical results obtained in this study showed that both forms of job satisfaction
(intrinsic and extrinsic satisfaction) have the inverse relationship on employees’ turnover intentions.
However, it is found that in this research, the intrinsic satisfaction has significantly inverse correlated
with turnover intention as compared to the extrinsic satisfaction. The small correlations existed
between these study variables has been expected. During the data collection session, the employees of
the company that have been servicing for more than one year have just received salary adjustment
plus three months bonus. The salary adjustment and the bonuses were done to align the company’s
remuneration package with their merger counterpart. When rewards received by employees are
perceived as capable of fulfilling their needs and desires, they will experience a positive emotional
state, which in return, induces an obligation to reciprocate their employers by being more committed.

When rewards received by employees are perceived as capable of fulfilling their needs and
desires, they will experience a positive emotional state, which in return, induces an obligation to
reciprocate their employers by being more committed. It is plausible that when employees judged the
institution as being fair and supportive in their treatment particularly with regards to comfortable
work conditions, a relationship among the co-workers and supervisors and positive feelings of well-
being will be created, which is likely to stimulate them to reciprocate by increasing their loyalty to the
organization. Likewise, when employees viewed their jobs as interesting, challenging and gratifying,
providing opportunities for autonomy, self-direction and the use of multiple skills and abilities, they
are likely to experience a positive emotional state, which in turn, lead them to feel committed to their
jobs and organization. For this reason, their intention to leave the current institution will be reduced.

Based on the findings, intrinsic satisfaction, however, had a stronger influence on intentions
to leave in the organization. The findings have proved that there are extrinsic values that influence the
turnover intention within the organization. Since extrinsic satisfaction founded to have less influence
with the negative relationship on turnover intention, which means the intrinsic value was fulfilled, the
turnover rate among the employees will be low compare if only extrinsic values that focused by the
management to be fulfilled. It is hoped that the contributions proposed by the researchers were able to
contribute towards improving human resource management at the local printing company.

3
 Next, based on International Journal of Humanities and Social Science that examines the
job satisfaction and employees’ turnover intentions in Total Nigeria PLC in Lagos State. We
summarize that this study considers three facets of job satisfaction that affect employee turnover
intention namely satisfaction with pay, satisfaction with nature of work, and satisfaction with
supervision as relevant in the Nigerian context.

Based on personal experience we find that pay is considered one of the most important factors
influencing employee turnover in Nigeria. The reasons are high inflation in the economy which has
the adverse effect on the cost of living and extended family dependency. Culturally, much is expected
from an average worker in Nigeria in terms of financial support to both his immediate and extended
family as well as personal crave and societal recognition for monetary success. [ CITATION Por73 \l
2052 ]reported pay to be consistently and negatively related to turnover. However, [ CITATION
Meg79 \l 2052 ] review concluded that findings concerning pay are not conclusive.

According to [ CITATION Gri00 \l 2052 ] pay and pay-related variables have a modest effect
on turnover.Their analysis also examined the relationship between pay, a person’s performance and
turnover. They concluded that when high performers are inadequately rewarded, they quit. It is their
opinion that jobs which provide adequate financial incentive are more likely to make employees stay
with the organization. Large organizations can provide employees with better chances for
advancement and higher wages and hence ensure organizational attachment [ CITATION Ids90 \l
2052 ]

The nature of work in Nigeria is also an important consideration because of higher

educational levels and the level of affluence of Nigerians. Past generation of employees were
basically school leavers who did not care much about the kind of work they were doing. They joined
organizations and rose through the ranks and hardly left since they were not so educated. Ologunde
(2005) found that satisfaction with the nature of work is negatively related to turnover intention in her
sample of University Teachers in South-western Nigeria. [ CITATION Koh95 \l 2052 ]also found that
satisfaction with the nature of work was negatively associated with turnover intention in their sample
of clerical employees in the banking industry in Singapore. This relationship it is believed will hold
for other jobs and industries likewise.
 4
[ CITATION Muc90 \l 2052 ]argues that insufficient information on how to perform the job
adequately, unclear expectations of peers and supervisors, ambiguity of performance evaluation
methods, extensive job pressures, and lack of consensus on job functions or duties may cause
employees to feel less involved and less satisfied with their jobs and careers, less commitment to their
organization, and eventually display a propensity to leave the organization [ CITATION Tor97 \l
2052 ].In view of the above arguments, we hypothesize as follows: The greater is the employee’s job
satisfaction the less likely they are to express the intention to quit. The higher the satisfaction with pay
the lower is the employees turnover intention. The higher the satisfaction with nature of work the
lower is the employee turnover intention. The higher the satisfaction with supervision the lower is the
employee turnover intention.
 5
Moreover, another research from American journal of applied science which examines the
relationship of job satisfaction and turnover intention of private school teachers. This study was
descriptive in nature. All the teachers (13764) working in private secondary schools in the district
Rawalpindi and Islamabad were the target population of the study. 860 teachers were randomly
sampled. Standardized Questionnaires liked Job Descriptive Index (JDI) and Turnover Intention
Questionnaire (TIQ) were used as instruments of this study.

Besides, according to the journal we studied, it concluded that there was a strong relationship
between job satisfaction and its indicator (pay) with turnover intention among private secondary
school teachers. However, it was found that promotion, work itself and supervision showed the
moderate relationship with turnover intention among the teachers. It was recommended that private
schools should make comprehensive policy, the program of teacher deployment, their continuous
professional development through an academy of education with international linkages, incentive-
based schemes, the involvement of community and building up public-private partnership.

In addition, educational organizations are the most important social institutions in a society.
They carry an effective and directive position in a social setup. They are interdependent and grow
effectively. Effectiveness lies in their perfect coordination in the direction of social expectations. The
adequate organizational formation is inevitable for their effective delivery. Consistent policies must be
based on scientific and technological developments. Besides, the skillful professionals with healthy
working conditions do add to the efficiency of these organizations. They aim directly at fulfilling the
social needs. The most important input of any organization is undoubtedly the human being.

According to (Ali, 2011), he said that a lot of discussions had been undertaken by the
researchers all around the world on the issue of job satisfaction. The dawn of industrialization added
to the enthusiasm for research on this topic. With the passage of time, the studies on this issue were
broadened to all kinds of organization. The field of education had then taken the form of an
organization which started attracting the researchers to undertake the study focusing job satisfaction
of the employees therein. The objective had been to make the job more dynamic and efficient.
Regarding this, the teachers, especially of secondary schools, were vitally studied. Secondary
education has got a great value which demands to facilitate the teachers with all possibilities in order
to keep them satisfied with the status of their job.
 6
In the other hand, the unsatisfied teachers could never produce good results and affect the
students’ performance relatively. Thus, it has significantly become necessary for the employees in the
field of education particularly consider teachers’ job satisfaction and motivation for an uplift of their
organizations. The intention to leave any organization and with complete willingness is called
turnover intention (Meyer, 1993).In other words, turnover intention exactly means actually quitting
from some job.Turnover intention was an emotional variable of the trend to leave any organization It
had been pointed out by many researchers that one of the major intentions of turnover are turnover
intentions (Abdulkadir, 2009)

These were various predictors of demographic factors, employees’ attitudes, and human
resources practices. These were examined by the turnover intention. The demographic factors
included age, gender, marital status, academic qualification and experience (Francesco,
2000)Turnover intention had got negative relationship with gender, age and tenure which went on
consistently (Farkas, 2000)It was reported after a survey on teachers’ motivation and job satisfaction
in deferent Asia and Sub-Saharan African countries that there was influence of teachers’ job
satisfaction on their performance related by absenteeism, lateness and lack of commitment to their
organization (Akyeampong, 2007)

7
 Furthermore, based on Health Services Management Research, 2007, job satisfaction or
Occupation fulfillment is an attitude that individuals have about their employment and the
associations in which they play out these employments. Occupation fulfillment is defined as 'the
degree to which individuals like or dislike their jobs'. It is an employee’s effective response to work,
based on a correlation between genuine results and wanted results. Occupation fulfillment is for the
most part perceived as a multifaceted build that includes employees’ emotions about a variety of both
intrinsic and extrinsic employment components. Intrinsic components of employment fulfillment, got
from inside intervened rewards, for example, the activity itself and open doors for self-improvement
and achievement, and extrinsic components of occupation fulfillment, coming about because of
remotely interceded rewards, for example, fulfillment with pay and benefits, company policies and
approaches, supervision, co-workers, professional stability and chances for promotion.

A positive association between job satisfaction and organization commitment has been
consistently detailed by studies. The connections between organizational commitment or hierarchical
duty and employment fulfillment are complex and it is not clear whether fulfillment is a precursor to
responsibility or whether responsibility influences one's level of fulfillment. The dominant perspective
in the literature supports the causal priority of fulfillment overcommitment.

There is additionally confirm showing that large amounts of the sense of duty regarding the
association cause work satisfaction. A few different investigations have inferred that a proportional
impact exists amongst fulfillment and commitment. The fourth gathering of studies finds no proof of
causal relationship in either direction.

Various studies have reported that job satisfaction and organizational commitment are
contrarily identified with turnover aim. According to Tett and Meyer, hierarchical responsibility and
occupation fulfillment are extraordinary, and each contributed particularly to turnover expectations.
Employment fulfillment correlated are more strongly with the turnover aim, though authoritative duty
had the most grounded relationship with the genuine turnover.

8
 There are an various of individual, social, social, authoritative and ecological elements that
can influence a man's level of employment fulfillment and hierarchical duty. Individual elements
include age, sex, conjugal status, identity, training, insight and capacities. Social elements include
associations with collaborators, gather working and standards, and open doors for connection. Social
elements incorporate fundamental mentalities, convictions and qualities.

Hierarchical components incorporate association structure, strategies and techniques,

supervision and styles of authority, administration frameworks, and working conditions. At long last,
ecological variables incorporate monetary, social, specialized, political and administrative influences.

This examination intends to research the part of individual, social, and authoritative
components, and workers' level of occupation fulfillment, hierarchical responsibility and turnover
goal with a specimen of Iranian healing facility representatives. It was unrealistic to look at all parts
of this guessed show inside the confines of the present investigation. In this way, the examination is
confined to testing hypothesized relationships between work fulfillment, organization commitment
between work fulfillment, organizational commitment and turnover expectation, and the other
applicable factors, which identify with work fulfillment and responsibility.

9
 In addition,based on Pakistan Journal of an empirical study of Autonomous Medical
Institutions, the purpose of the study was to show the impact of job satisfaction on employee
turnover. The main issue that focuses in this journal is the doctor’s strikes against the government
hospitals that their demands are not fulfilled. There are also many determinants of turnover in the
Health Department. However, the scholars investigated the public-sector managers to find out the
determinants of job satisfaction, and it was concluded that the job satisfaction level of an employee is
significantly affected by the compensation practices in an organisation (Sokoya, 2000).It was found
that the lower level of compensation is a source of higher level of employee turnover. However, there
are two hypotheses that found in this part such as pay is positively correlated with the job satisfaction
and another is pay is negatively correlated with the employee turnover.

Moreover, the (Nguyen, 2003)has been found that the promotion opportunities affected the
satisfaction level of the employees in the organization. The promotion which motivated the employee
to work effectively and efficiently in their organization such as higher salary, a higher level of job
position, and, often, more and higher level job responsibilities in an organization. The absence of
promotion and training opportunities is the reason for the talented employees to quit the organization.
Due to the high ratios of turnover the career growth in such organization is decreased, which stated by
(Griffeth S. &., 2003), The studies stated that the promotion had the positive relationship with job
satisfaction and negative relationship with employee turnover.

Other than that, the employee must have the high comfort level in working place. A pleasant
workplace atmosphere is essential to every employee. (Hytter, 2008)discussed that the work
environment was considered in the context of industrial environment like clamor, lifts etc. The
working environment is considered the most significant factor in job satisfaction (Spector,
2008).However, the employee who does not satisfy and feels uncomfortable with the atmosphere of
working place may increase in employee turnover because they cannot concentrate on their work and
their production will go down. It clearly shows that the working place has the positive relationship
with the job satisfaction and negative relationship with the employee turnover.

Based on the summary, the turnover topic is discussed to find out the relationship it with job
satisfaction. Most of the researchers found the negative relationship between job satisfaction and
turnover (Tuttle, 1986)The job satisfaction of the employee is a factor which assists to produce quality
products & services and ultimately for the success of the company. They found that job satisfaction is
significant towards the turnover and absenteeism. As we know the job satisfaction is negatively
correlated with the employee turnover.

10
 Last but not least, this study shown that the employee of the Autonomous Medical Institutions
of Health Department in the Punjab in order to find out the factor affecting the job satisfaction level
and the impact of job satisfaction on the employee turnover. The management should take some
action and provide such as pay, promotion and working condition in order to minimize the turnover
level of the employee in the Autonomous Medical Institutions. As general, human resource manager
should increase job satisfaction of employee to increase production in company as well should control
employee turnover by providing promotion.

11
 Based on journal from Elizabeth Medina, Columbia University Masters of Arts,2012
organizational culture has been identified as an important aspect of organizational behavior and as a
concept that is useful in helping to understand how organizations function (Silverthorne,
2004).Culture permeates every aspect of an organization, therefore, understanding an organizations’
culture is only fully appreciated when explored from multiple angles (Schrodt, 2002).Scholars of
organizational behavior have studied organizational culture with many different definitions and
paradigms, and from a variety of employee-related variables. Organizational culture has been
explored as it relates to job satisfaction, organizational commitment, productivity, and turnover
intention (Sims, 2002)The purpose of this paper is to contribute to the literature by exploring
organizational culture in the context of job satisfaction and employee turnover intention, using
data from the Quality of Work Life (QWL) module, a sub-section of the General Social Survey (GSS).

In the United States, there are a variety of industries, employers, and jobs, and organizational
culture varies across all of them. Culture is important for all organizations because high performing
cultures produce consistently excellent results, attract, motivate, and retain talented employees, and
adapt readily to change. Often, a company will find that several candidates are at least minimally
qualified for a position that they desire to fill. When faced with comparably qualified candidates, the
team will generally choose the single candidate who is the “best fit” for the position and team.

(Silverthorne, 2004)found that the better the fit an employee is within the organization, the
higher the job satisfaction, the higher the organizational commitment and the lower the turnover rate.
While cultural “fit” may vary across employers and even within departments, culture is important in
all working environments. Due to the practical implications and potential to impact worker
productivity, researchers in a variety of disciplines have explored the relationship between job
satisfaction, turnover intention, and productivity. Organizational scholars have shown that job
satisfaction is positively associated with worker productivity and negatively associated with employee
turnover.In other words, greater job satisfaction is associated with greater productivity, so more
satisfied employees ought to be more productive, relative to lesser-satisfied employees.These findings
are aligned with research showing that job satisfaction is positively related to employee engagement.

12
 Research has shown that more satisfied employees are more engaged in their work, while less
satisfied employees are less engaged. Lower levels of engagement are associated with employee
withdrawal, particularly in terms of voluntary turnover (Lambert, 2001).Therefore, it is accepted that
job satisfaction and employee turnover intention are inversely related. For practical and performance
reasons, it is essential that organizations identify specific factors associated with employees’ job
satisfaction, especially in competitive, fast-paced environments (Weisberg, 2007).

As (Egan, 2004) noted, decreases in turnover led to increases in organizational performance

and a reduction in costs associated with losses of the firm and job-specific knowledge, hiring, and
retraining of replacement employees.

Furthermore, turnover is associated with many indirect costs such as lower new employee
productivity, additional time needed by managers in support of new employees, and diminished the
productivity of established employees as they serve as mentors to new employees.Similarly,
(Silverthorne, 2004) noted that “turnover causes significant expense to an organization,” including
direct costs of replacing an employee and indirect cost related to loss of experience and lowered
productivity. These costs have important implications for an organization, noted Silverthorne, and
anything that can be done to reduce turnover will lead to significant benefits to an organization.

13
3.0 DISCUSSION

This study found that job satisfaction has the strongest relationship with the turnover. The
changes in job satisfaction will affect turnover rate among employees. A significantly negative
relationship between job satisfaction and turnover was found, which is in accordance with what has
been reported in the earlier studies. The employees' satisfaction with their job that would lead to
higher job satisfaction and lower turnover was emphasized. All the journals help us to get more
information and support my report in term of requirement.

This result should be interpreted with caution because researchers have been delivered
different opinion and we should give extra input to make the opinion as to the strongest evidence. In
our opinion, compensation which mainly influence the employee's turnover such as the lower the
compensation, the higher the employee turnover and vice versa. Besides, according to the journal we
studied, it showed that there was a strong relationship between job satisfaction and its indicator (pay)
with turnover intention among private secondary school teachers. However, it was found that
promotion, work itself and supervision showed a moderate relationship with turnover intention among
the teachers.

The greatest problem with this study, however, was higher turnover. Some company faced
losses in their production and loss their reputation as well because of higher turnover among the
employees. There are also some employees who demanded the higher salary and higher position in
their company without improving their production skills. Based on the journal, the researcher noted
that a manager should give compensation to all employee but in our opinion, a manager should give
those facilities to the employee who has talent in minimize the cost and also effectively organize the
production department.

In a future study, it is recommended that researcher to make more examine or research that
related with the relationship between job satisfaction and job turnover, the researcher should make
more detail studies to make the studies more reliable. Job satisfaction or employee satisfaction has
been defined in many different ways. Some believe it is simply how content an individual is with his
or her job, in other words, whether or not they like the job or individual aspects or facets of jobs, such
as nature of work or supervision. Others believe it is not as simplistic as this definition suggests and
instead that multidimensional psychological responses to one's job are involved.

14
 Researchers have also noted that job satisfaction measures vary in the extent to which they
measure feelings about the job (effective job satisfaction) or cognitions about the job (cognitive job
satisfaction). This Job satisfaction is related to the turnover in the organization itself. It can affect the
employee turnover if the job satisfaction is too low or too high, for the example if the job satisfaction
is high then the turnover will be low. So that if the job satisfaction is low then the turnover will be
high.

In conclusion, the job satisfaction is really influenced the employee turnover in the company.
The company itself need to be alert with their system, environment,and others to make their employee
are comfortable and happy or satisfied with their job so that the company can decrease the turnover
for the company itself. It's not good if the turnover is too high or even too low.

15
3.0 REFERENCES

Abdulkadir, &. O. (2009), Akyeampong, B. &.(2007),

Ali. (2011).Baron, G. a. (2008),
David, F. a. (2004), Egan. (2004).
Farkas. (2000) ,Feaster, I. a. (1990),
Francesco, C. &. (2000).Giridharan, D. a. (1987),
Goh, K. a. (1995), Griffeth. (2000).
Griffeth, S. &. (2003), Hogan. (1992),
Hytter. (2008),Lambert. (2001),
Lee, T. (1988), Meglino. (1979).
Meyer, T. &. (1993), Muchinsky. (1990),
Nguyen, T. &. (2003),Robin. (1989),
Saifuddin. (2008), Schrodt. (2002).
Silverthorne. (2004), Sims. (2002),
Sokoya. (2000).Spector. (2008),
Steers, P. a. (1973), Toretal. (1997).
Tuttle, C. &. (1986), Weisberg, B. &. (2007).
References Link

1. The Importance of Employee Turnover to an Organization. (n.d.). Retrieved November 20,

2017,from https://bizfluent.com/info-8124606-importance-employee-turnover-organization.html

2. American Journal of Applied Sciences 9(9)http://thescipub.com/PDF/ajassp.2012.1518.1526.pdf

3. International Journal of Humanities and Social Science Vol. 2 No. 14 [Special Issue

- July 20http://www.ijhssnet.com/journals/Vol_2_No_14_Special_Issue_July_2012/32.pdf

4. Peters,S.(2014).Http://archives.pdx.edu/ds/psu/12597.Anthos, 6(1),111136.doi:10.15760
/anthos.2014.111

5. http://static1.1.sqspcdn.com/static/f/1528810/23319899/1376576545493/Medina+Elizabeth.pdf

6. http://www.eajournals.org/wp-content/uploads/Impact-of-job-satisfaction-on-employee-turnover-
An-empirical-study-of-Autonomous-Medical-Institutions-of-Pakistan.pdf

7. Ali Mohammad Mosadeghrad, Ewan Ferlie and Duska Rosenberg. A study of the

relationship between job satisfaction, organizational commitment and turnover intention

among hospital employee. Health Services Management ResearcH, 2007

8. Tett RP, Meyer JP. Job satisfaction organizational commitment turnover intention turnover:

path analyses based on meta-analytic findings. Pers Psychol 1993;46:259–93

Table 1: Written Report Rubric

Topic: Research Project ( Group Assignment 1 ) BPMN 2023

1 = Below Basic 2 = Basic 3 = Proficient 4 = Advance Marks

Organizatio Not organized, Some Good Excellent

n discussion organization, organization and organization and
makes no sense discussions discussions are discussions are
jump around, logically logically
start and end are ordered. ordered.
unclear.
Poor Some Good In-depth
introduction of introduction of introduction of introduction of
subject matter subject matter. subject matter. subject matter.
Provide little or Insufficient Discusses Discusses
no information information on pertinent pertinent
on subject subject matter. information on information on
matter. Some subject matter. subject matter.
Information is information is Explains Clearly explains
inaccurate or accurate, but significance of significance of
with many enough errors topic but some topic.
Content errors. are made to be information is Information is
distracting. inaccurate. consistently
accurate.
Minimal use of Some use of Good use of Insightful and
supporting supporting supporting sophisticated
detail. detail. detail. use of
supporting
detail.
Vague or Weak Effective Interesting,
confusing conclusion. conclusion. effective
conclusion. conclusion.
Mechanics Errors are Some errors in Writing is Writing is free
frequent and style or generally errors of errors in
distracting. grammar occur free. grammar,
that they punctuation,
become sentence
distracting. structure,
capitalization
Topic: Research Project ( Group Assignment 1 ) BPMN 2023

and spelling.
Unacceptable Appearance is Appearance is Excellent
appearance. acceptable but a generally good; formatting and
Does not use lot could be only few appearance. Use
appropriate font, improved. elements need to appropriate font,
font size, line be improved. font size, line
spacing and spacing and
border areas. border areas.
Ethical References are Few references Most references Complete
guidelines not cited in text, are cited in text are cited in text references in
and no and incomplete and text and
references list is reference list. appropriately references list.
provided. provided in
references list.
Style/format is Many references Most references References are
incorrect. use incorrect use correct in the correct
style/format. style/format. style/format.
Report handed Up to 5 days A day late. Report handed
in more than 5 late. in on time.
days late.
TOTAL
MARKS