A Study of Psychological Hardiness and Self-Efficacy on Turnover Intention
Keywords:Psychological hardiness, Self-efficacy, Turnover Intention, and Managers
AbstractRetaining talent in an organization is as crucial a task as attracting talent and leaders today need a more subjective perspective to identify what is it that contributes to employee turnover intentions. The aim of the present study is to understand the psychology behind turnover intention by examining employees’ psychological hardiness and self-efficacy. Primary grounds of the study are established on the role of self-efficacy and hardiness in job effectiveness, performance, and self-worth. For this purpose, a quantitative approach is adopted to evaluate the responses received from 110 samples. The General Self-efficacy Scale (Schwarzer & Jerusalem 1995), Turnover Intention Scale (Wayne, Shore & Liden, 1997), and Psychological Hardiness Scale (Bartone, 2013), were administered for data collection followed by statistical analysis to establish correlation. It was concluded that there exists a weak negative relationship between Psychological Hardiness and Turnover Intention. Similarly, a moderate positive relation exists between Self-efficacy and Psychological Hardiness. However, there was no significant relationship found between Self-efficacy and Turnover Intention.
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How to Cite
Geetanjali Soni. (2022). A Study of Psychological Hardiness and Self-Efficacy on Turnover Intention. International Journal of Indian Psychȯlogy, 9(2). https://doi.org/10.25215/0902.121
This work is licensed under a Creative Commons Attribution 4.0 International License.