Findings and Discussion
This study has produced some results that are aligned with the findings of previous researchers, but a few of this study’s findings are contrary to expectations. Among the change interventions that were included in the model, human resource interventions have the most impact on employee turnover intention. Similar results have been reported in previous studies (Rahman and Nas 2013; Guimaraes 1997). This suggests that whenever organizations want to introduce any change intervention that alter the human resource policies, employee turnover intention increases. It can be due to the fact that human resource policies provide the very basis on which employees interact with organizations. Issues related to employees’ promotion, development, training and demotion depend on the HR policies of organizations.
If, for some reason management of the organization decides to bring change in these policies, the intensity of employee turnover intention increases. It can be due to fear that the change in HR policies might negatively affect employees. It is the responsibility of change agents and management implementing change to make sure that employees are assured that changes in HR policies will not affect them negatively. If an organization does this successfully, it can reduce employee turnover intention. Human process interventions also increase the turnover intention of employees. Human process is fundamentally related to group functioning, group norms and rules that are followed in group settings.
