HUMAN RESOURCES MANAGEMENT PRACTICES AS DETERMINANT OF JOB SATISFACTION AND TURNOVER INTENTION AMONG EMPLOYEES’ OF DATAFLEX NIGERIA LIMITED

ABSTRACT

This research work examined Human Resources Management Practices as Determinant of Job Satisfaction and Turnover Intention among Employees’ of Dataflex Nigeria Limited. The specific objectives were to examine the impact of performance appraisal on employee job satisfaction in Dataflex Nigeria Limited, to investigate the significant impact of promotion on job satisfaction, to ascertain the impact of welfare on employees’ job satisfaction, to establish the influence of remuneration on job satisfaction in Dataflex Nigeria Limited and lastly to enhance the impact of performance on turnover intention. In order to achieve these objectives, the study adopted quantitative research design while the population was employees’ of Dataflex Nigeria Limited, Lagos state. The sample size was 100 employees of the Dataflex Nigeria Limited, Lagos state obtained using Stratified sampling technique. Pearson’s product moment correlation coefficient was used as the statistical tool for testing the postulated hypotheses. Findings revealed that there is positive relationship between job satisfaction and turnover intention. Also, there is positive relationship between job satisfaction and performance appraisal. Finally, there is positive relationship between job satisfaction and promotion. It was therefore recommended that managers should encourage employees to take responsibility for their own careers, offering continuous assistance in the form of feedback or individual performance and making available information from the company about the organization, career opportunities, positions and vacancies that might be of interest to the employees. Employees should encourage connection with the organization will help the employee to retain in the future and develop a commitment to them. To increase the performance of those employees, they should be rewarded financially and morally and they should be encouraged for the job. Training should be formed to the needs of employees and should be free from formality, managers should be give attention to the ideas of employees, and there must be an opportunity to choose from the alternative training methods.

TABLE OF CONTENTSPagesTitle Page i Certification iiDedicationiiiAcknowledgmentsivAbstractvTable of Contents viCHAPTERONE: INTRODUCTION1.1Background to the Study11.2Statement of the Problem51.3Aim and Objectives of the Study71.4Relevant Research Questions71.5Relevant Research Hypotheses81.6Significance of the Study81.7Scope of the Study91.8Definition of Terms9CHAPTER TWO: LITERATURE REVIEW 2.1 Introduction 102.2 Theoretical Framework of the Study 102.3 Empirical Review of Previous Works in the Area of Study 32CHAPTER THREE: RESEARCH METHODOLOGY 3.0 Preamble 393.1 Research Design 393.2 Population of the Study403.3 Sampling Procedure and Sample size 403.4 Data Collection Instrument and Validation402 3.5 Method of Data Analysis41 3.6Limitation of the Methodology41CHAPTER FOUR: DATA PRESENTATION AND ANALYSIS4.1 Introduction424.2 Presentation and Analysis of Data424.3Test of Hypotheses44CHAPTER FIVE: SUMMARY, CONCLUSION AND RECOMMENDATIONS5.1Discussion of Findings475.2 Summary 515.3 Conclusion 545.4 Recommendations 545.5Suggestion for Further Studies55References 56Appendix71