Employee Turnover Due to Job Stress: National versus Multinational Pharmaceutical Companies in Pakistan
##plugins.themes.bootstrap3.article.main##
Consistent performance and good quality of work are very much necessary for businesses. Here are many more factors to losing an employer’s performance in the market. Worker departure is more excessive in the business sector nowadays, which is a very poor and challenging issue in organizations, especially in Pakistan’s pharmaceutical sector. Upper-level supervisors and researchers concentrate on the effect of employee departure. The actual reason for this work is to locate the various reasons and address these problems in both national and MNC pharmaceutical companies in Pakistan. The study will focus on the reputation of these sectors on behalf of employees and how to control employees quitting services from the company, find out the reasons, work on them, control employee attrition, and retain the salesforce. There are a lot of differences between national and multinational pharmaceutical companies in terms of hiring, training, and retaining; employee motivation plays an important role in employees staying long-term in the company. The human resources department measures everything, conducts interviews, and so on. For good hiring people nowadays, employees leaving the organization is a critical issue for the employer. They can hire them when only one employee leaves the company, especially in the pharmaceutical sector. The company loses their sales in a specific territory in terms of volume and units, but this is the only industry in Pakistan where there can be huge and high turnover in the sales and marketing profession as compared to all other industries, even more and more yearly new pharmaceutical companies are coming up in the market where a for employee have extra another opportunities are available, but still in this medical profession of sales and marketing the turnover rate is seeing high. Employees leave for various reasons. The First thing is undue Sales Pressure by the company. Secondary things happen, including extra difficult tasks given by the supervisor/manager, ambiguous unchallenging tasks, the poor concentration of the manager, inadequate support, lack of appreciation, and no career growth in the company, perceived that employee received pay equity as compared to other employees and also the advantage of achieving more favorable jobs in different companies Exit policies are important for the employees of multinational companies but not for the employee of national companies Sales targets should also be realistic and flexible following the market conditions including the competitors In order to manage the trust, Firstly the management has to improve its HR style for the leaving employee, from no worries to consultative and caring or laissez-fair where individual grievances are considered noteworthy.
Downloads
References
-
Adil, M. S., & Baig, M. (2018). Impact of job demands-resources model on burnout and employee’s well-being: evidence from the pharmaceutical organizations of Karachi. IIMB Management Review, 30(2), 119-133.
Google Scholar
1
-
Anvari, R., JianFu, Z., & Chermahini, S. H. (2014). Effective strategy for solving voluntary turnover problem among employees. Procedia-Social and Behavioral Sciences, 129, 186-190.
Google Scholar
2
-
Bufquin, D., DiPietro, R., Orlowski, M., & Partlow, C. (2017). The influence of restaurant co-workers’ perceived warmth and competence on employees’ turnover intentions: The mediating role of job attitudes. International Journal of Hospitality Management, 60, 13-22.
Google Scholar
3
-
Darmon, R. Y. (2004). Controlling sales force turnover costs through optimal recruiting and training policies. European Journal of Operational Research, 154(1), 291-303.
Google Scholar
4
-
Gjerløv-Juel, P., & Guenther, C. (2019). Early employment expansion and long-run survival. Journal of Business Venturing, 34(1), 80-102.
Google Scholar
5
-
Han, S. J., Bonn, M. A., & Cho, M. (2016). The relationship between customer incivility, restaurant frontline service employee burnout and turnover intention. International Journal of Hospitality Management, 52, 97-106.
Google Scholar
6
-
Hejase, H. J., El Dirani, A., Hamdar, B., & Hazimeh, B. (2016). Employee Retention in the Pharmaceutical Companies: Case of Lebanon. IOSR Journal of Business and Management, 18(4), 58-75.
Google Scholar
7
-
Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. B. (2008). 5 turnover andd retention research: a glance at the past, a closer review of the present, and a venture into the future. Academy of Management annals, 2(1), 231-274.
Google Scholar
8
-
Lee, T. W., Hom, P., Eberly, M., & Li, J. J. (2018). Managing employee retention and turnover with 21st century ideas. Organizational Dynamics, 47(2), 88-98.
Google Scholar
9
-
Li, J. J., Kim, W. G., & Zhao, X. R. (2017). Multilevel model of management support and casino employee turnover intention. Tourism Management, 59, 193-204.
Google Scholar
10
-
Liu, J. L. (2014). Main causes of voluntary employee turnover: A study of factors and their relationship with expectations and preferences (Unpublished term paper). University of Chile.
Google Scholar
11
-
Long, C. S., Ajagbe, M. A., & Kowang, T. O. (2014). Addressing the Issues on Employees’ Turnover Intention in the Perspective of HRM Practices in SME. Procedia - Social and Behavioral Sciences, 129, 99-104.
Google Scholar
12
-
Matthews, M., Carsten, M. K., Ayers, D. J., & Menachemi, N. (2018). Determinants of turnover among low wage earners in long term care: the role of manager-employee relationships. Geriatric Nursing, 39(4), 407-413.
Google Scholar
13
-
Micevski, M., Kadic-Maglajlic, S., Banerjee, S., Cadogan, J., & Lee, N. (2017). Is it better to be both nice and nasty? Investigating the co-occurrence of sales manager aggressiveness and caring. Journal of Business Research, 80, 266-276.
Google Scholar
14
-
O’Neill, J. L., & Gaither, C. A. (2007). Investigating the relationship between the practices of pharmaceutical care, construed external image, organizational identification, and job turnover intention of community pharmacists. Research in Social and Administrative Pharmacy, 3(4), 438-463.
Google Scholar
15
-
Ozolina-Ozola, I. (2014). The impact of human resource management practices on employee turnover. Procedia-Social and Behavioral Sciences, 156, 223-226.
Google Scholar
16
-
Paré, G., Tremblay, M., & Lalonde, P. (2000). The measurement and antecedents of turnover intentions among IT professionals. Measurement, 33(2), 1-38.
Google Scholar
17
-
Poole, J. P. (2008). Multinational spillovers through worker turnover (Job market paper). https://www.economics.uci.edu/files/docs/colloqpapers/w07/Poole.pdf.
Google Scholar
18
-
Reiche, B. S. (2008). The configuration of employee retention practices in multinational corporations’ foreign subsidiaries. International Business Review, 17(6), 676-687.
Google Scholar
19
-
Skiba, J., Saini, A., & Friend, S. B. (2016). The effect of managerial cost prioritization on sales force turnover. Journal of Business Research, 69(12), 5917-5924.
Google Scholar
20
-
Taher, D. A. (2013). Attrition and Retention Practices in Multi National Companies (MNCs) in India (2016). International Journal of Science and Research (IJSR), 5(4), 1821-1824.
Google Scholar
21
-
Thite, M., Wilkinson, A., Budhwar, P., & Mathews, J. A. (2016). Internationalization of emerging Indian multinationals: Linkage, leverage and learning (LLL) perspective. International Business Review, 25(1), 435-443.
Google Scholar
22
-
Yang, J.-T., Wan, C.-S., & Fu, Y.-J. (2012). Qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan. International Journal of Hospitality Management, 31(3), 837-848.
Google Scholar
23
Most read articles by the same author(s)
-
Mushk Qasim Memon,
Mahvish Khaskhely,
Adnan Pitafi,
Evaluating the Mediating Effect of Work-Life Balance between Emotional Intelligence and Job Satisfaction in Corporate Sector , European Journal of Business and Management Research: Vol. 5 No. 6 (2020) -
Sikandar Ali,
Asif Ali Shah,
Mahvish Khaskhely,
Sahib Khatoon,
Muhammad Ilyas Abro,
Danish Latif,
An Investigation of NGOs’ Role in Diminishing Poverty in Sindh , European Journal of Business and Management Research: Vol. 6 No. 2 (2021)