04235nam a2200277 i 450000100070000000500170000700600190002400700150004300800410005804000310009908200180013009000140014810000260016224501570018826400680034530000540041333600210046733700230048833800320051150400410054352031020058465000230368665000240370965000220373385602020375574350720240819152523.0m     o  d |      cr cnu||||||||221111s2022    my a     b    000 0 eng d  aSUTSbengcSUTSdSUTSerda00a658.3/GAN223  a658.3/GAN1 aGan, Evelyn;eauthor.14aLeadership Style and Job Satisfaction Their Impact on Non-Academic Staff's Turnover Intention in Self-Accrediting Universities in Malaysia;cEvelyn Gan. 1aSarawak, Malaysia :bSwinburne University of Technology,c2022.  a1 online resources (220 pages ) :billustrations.  atext2rdacontent  acomputer2rdamedia  aonline resource2rdacarrier  aIncludes bibliographical references.0 aFor many organisations, the key to their long-term success is their ability to retain employee talent. Employee turnover has been a long-standing problem for several organisations, as it results in substantial losses to the organisations. In spite of the importance of employee retention, several organisations face challenges in retaining employees due to high turnover, a result of turnover intention behaviours. Their success depends heavily on leadership styles and employee job satisfaction, which are key to influencing turnover intention. In the higher education setting, the importance of non-academic staff is increasing as their roles are expanding to take on the core functions of a university’s operations. However, little research attention has been given to non-academic staff. Therefore, this study specifically addresses these issues by examining the relationship between leadership style and non-academic staff’s turnover intention, with job satisfaction as a mediator. Data have been collected from non-academic staff working in 11 self-accrediting universities in Malaysia. The number of useable questionnaires returned was 415. The analysis of this data applied hierarchical multiple regression testing to investigate the mediator’s effects on the relationship between leadership styles and turnover intention. The study findings show that specific leadership behaviours in paternalistic and transformational leadership styles had a significant relationship with turnover intention. These behaviours were identified by examining the dimensions in the leadership styles individually. For paternalistic leadership, only benevolence and morality dimensions had a significant relationship with turnover intention; authoritarianism was not significantly related to turnover intention. Meanwhile, for transformational leadership, only inspirational motivation was significantly related to turnover intention; idealised influence, intellectual stimulation and individual consideration did not have an individual significant relationship with turnover intention. Job satisfaction as whole was found to mediate the relationship between leadership styles and turnover intention. When the dimensions were examined individually, the strongest predictor of turnover intention was satisfaction with supervision, followed by work itself, promotional opportunities, pay and co-workers. On the whole, this research produces results that shed light on how leadership styles and job satisfaction affect turnover intention. Furthermore, the study identifies specific dimensions of leadership style and job satisfaction that play a significant role in influencing non-academic staff’s turnover intention in the Malaysian context. In addition, this research is also valuable to university policy makers who are now able to design more effective human resource policies and practices, with a focus on teamwork and development, management transparency, and promotional opportunities that can motivate employees to reduce turnover intention and consequently retain talent within the university. 0aEmployee Turnover. 0aEmployee retention. 0aJob satisfaction.7 uhttps://figshare.swinburne.edu.au/articles/thesis/Leadership_Style_and_Job_Satisfaction_Their_Impact_on_Non-Academic_Staff_s_Turnover_Intention_in_Self-Accrediting_Universities_in_Malaysia/26282041