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“Should I stay or should I go?”: How does staff motivation impact on turnover

of the managerial

employees in the UK

Abstract

The research is carried out in the background and circumstance that the staff turnover of the managerial employees brings challenges and loss to some companies and organizations. The previous researches were carried out from different perspectives and got some useful conclusions. This research conducted empirical research on the influential factors of managerial employees’ resignation desire. The research design draws from Blued or n’s (1982) model and collected data by questionnaires in the companies and organizations in the UK. The data being collected were analyzed by using the multiple linear regression method. It tested the relation between the motivation system in the organization and the managers’ intention of quit by suggesting and testing seven hypotheses. After the making this research, several findings are presented as follows: Material incentive in the incentive system is significantly positive correlated with the job satisfaction and organizational

commitment of the managerial employees. Psychological incentive in the incentive system is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees. Fairness is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees. Employee development plan is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees.

Performance appraisal system is significantly positive correlated with the job satisfaction and organizational commitment of the managerial employees. Job

satisfaction of the managerial employees is significantly negative correlated with the intention of quit. Managerial employees’ intention of quit is negative correlated with work satisfaction and organizational commitment. Fair reward, spiritual incentive, further training (employee development plan), construction and support from

supervisors are the top four influential factors on the managerial people’s resignation desire.

Basing on the research findings, some recommendations are made for the companies and organizations in the UK on the aspects of incentive for managerial employees. The human resource departments of the companies and organizations should build up comprehensive psychological incentive system; build up competitive salary and

welfare system; ensure the fairness of allocation in the incentive system; make proper career development plan for the managerial employees; build up effective

performance appraisal system and cultivate the managerial employees’ initiatives on high levels of needs. For the managerial employees in the companies and

organizations, psychological incentive is more important than material incentives. Despite the basic material motivation, it is recognized that the incentives on the managerial people should be more comprehensive and focus on higher levels of needs.

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