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Abstract

Purpose: The main purpose of this study is to develop and propose a conceptual framework that explains rewards and recognition impacts on turnover intention while employee well-being intervenes as a mediator.

Design: Based on literature review, this paper develops a conceptual framework comprising on rewards and recognition, employee well-being and turnover intention.

Findings: The study propositions are employee well-being that mediates the relationship between rewards and recognition and turnover intention. Rewards and recognition are motivational tools that maximize psychological well-being and minimize the turnover intention among IT executives.

Research limitations/implications: This study is conceptual. Therefore, additional research will empirically validate the proposed conceptual framework.

Practical implications: This paper will help IT industry managers to understand employees' well-being to minimize the turnover intention for a long period of time.

Originality/value: This article considers employee well-being as a mediator variable to minimize the turnover intention among IT Executives of Malaysia.

Keywords: Rewards and recognition, Employee well-being, Turnover intention

Paper Type: Conceptual Paper

Introduction

In current globalization situation, the competition trend in worldwide stimulates the organizations to sustain a competitive advantage both domestically and internationally (Audretsch, Lehmann, and Wright, 2014). To be competitive and to sustain in the market, organizations constantly weigh heavily pressure on employees (Standley, 2006). Employees would be the primary element along with most crucial aspect in generating and accomplishing desire objectives of the organizations. To sustain a competitive advantage increases the work load on the shoulder of IT professionals (Rutner, Hardgrave, and McKnight, 2008). IT innovations in today's world may extend the employee's roles to work for longer hours (Hoffman, 2003). Such high work demands in addition to low control over a job may build stress (Tsutsumi, 2005) and this generally led to turnover (Calisir, Gumussoy, and Iskin, 2009). According to (Matteson and Ivancevich, 1987) stress partially effects absenteeism, 5% loss of productivity and 40% of turnover of employees. IT professionals turnover still remains one of the challenging issues for many organizations (Calisir et al., 2009).

The definition given by (Tett and Meyer, 1993) is widely accepted and used pertinently defined turnover intention as: "the conscious and deliberate wilfulness to leave the organisation" (p. 262). There are two types of turnover i.e. voluntary and involuntary. Voluntary turnover is that when someone leaves...

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