International Journal of Research in Management, Science & Technology (E-ISSN: 2321-3264)
Vol. 3, No. 3, August 2015
Available at www.ijrmst.org
Self-Leadership Behavioral-Focused
Strategies and Turnover Intention: The
Mediating Effect of Job Satisfaction
Kamil Hussain*1, Muhammad Asif Khan2
*1,2Institute of Management Science, Shaheed Zulfikar Ali Bhutto Institute of Science and Technology,
Islamabad, Pakistan
1
[email protected]
[email protected]
2
Due to this challenge, the organizations try to
make use of the capabilities of the employees to lead
theirselves by implementing the concept of selfleadership, sometimes also called as super-leadership.
Abstract— The study investigates the relationship of
behavioral focused strategies, job satisfaction and
turnover intentions. The study also examines the
mediating effect of job satisfaction in the relationship of
behavioral focused strategies and turnover intentions.
The data has been collected from the customer care
centers/call centers of the telecom sector of Islamabad
through a structured questionnaire from 120
respondents. The results of the study shows negative
impact of behavioral focused strategies on turnover
intentions, secondly behavioral focused strategies affects
job satisfaction positively. Moreover, job satisfaction
significantly mediates the relationship of behavioral
focused strategies and turnover intentions. Future
research needs to test the relationship of behavioral
focused strategies with other organizational outcomes,
and should collect the data from multiple types of
organizations and environments.
Self-leadership can be defined as a process in
which people control their own behavior, influence
and lead theirselves by using specific cognitive and
behavioral strategies (Manz, 1986; Manz & Neck,
2004).
B. Significance of the study
Because of the competitive market, organizations
are trying to capture the most competitive people to
capture the market by offering them more benefits and
opportunities and freedom to enhance their skills. So
there are more chances of arousal of employee’s
intentions to quit his present job and join any other
organization. So in order to retain these employees
organizations has to implement Self-leadership
strategies. According to [14], Self-leadership
strategies are about the influence which people exert
on themselves to motivate and direct theirselves for
the achievement of desirable outcomes, which can
lead them to decrease their intentions of leaving their
job.
Keywords— Self-leadership strategies, Behavioral
focused strategies, self-discipline, turnover intentions,
job satisfaction
I. INTRODUCTION
A. Background of the study
Nowadays, the private companies are facing the
challenge of complex, turbulent, unpredictable and
extremely competitive and continuously changing
work environment. The organization’s need of
continuously improvement of work efficiency is rising
day by day. In addition, the highly educated workforce
desire more challenging, valuable and meaningful
tasks and want empowerment to lead themselves. For
the survival and success in such markets and in such
situation, organizations need to adopt those practices
through which they can make a large scale change.
Transformational change [6] reengineering [2] and
quality management [8] are the methods leading to
change but it is suggested that a large scale change
must involve people at a fundamental level. As a
result, managers and scholars have been taking
interests in the topics of self-leadership strategies and
self-management practices [18].
2321-3264/Copyright©2015, IJRMST, August 2015
Moreover, the relationship of behavioral focused
strategies and turnover intent has been suggested by
[19] in his study “behavioral focused strategy and
team performance”.
The rational of using job satisfaction as mediator
between the relationship of behavioral focused
strategies and turnover intentions is that according to
the study of, self-management leader behavior has
positive influence on job satisfaction. The selfleadership measurement scale of Manz (1992) on
behavioral focused strategies and self-management
scale of Manz and Sims (1987) were identical because
the self-management scale also includes self-goal
setting; self-observation and habitual self. Therefore it
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International Journal of Research in Management, Science & Technology (E-ISSN: 2321-3264)
Vol. 3, No. 3, August 2015
Available at www.ijrmst.org
is realistic and logical to affirm that self-leadership is
the predictor of job satisfaction.
achieve their desirable outcomes. Behavioral focused
strategies, natural reward strategies and constructive
thought pattern strategies are the three distinct
strategies of self-leadership concept which positively
influence effectiveness [19] the self-leadership
behavioral focused strategies are based on selfdiscipline used to deal with ourselves in doing
unattractive, complex but essential tasks [19]. Selfpunishment, self-goal setting, self-reward, selfobservation and self-cueing are the strategies of
behavioral focused strategies for discouraging
ineffective behavior and encourage effective behaviors
[14].
C. Problem statement
Because of the highly competitive situation in the
market, organizations are trying to capture the most
competitive people from the market by offering them
more benefits, opportunities and freedom to enhance
their skills. Due to which the chances of the arousal of
employee’s intentions to leave his present job and join
any other organization has been increased. So for
reducing these chances or the intentions of employees
to leave the organization, organizations need to
implement Self-leadership strategies. According to
[14], Self-leadership strategies are about the influence
which people exert on themselves to motivate and
direct theirselves for the achievement of desirable
outcomes, which can eventually lead them to decrease
their intentions of leaving their job.
[10] Developed a self-leadership scale especially
for Chinese culture termed in the literature as
“Modified Revised Self Leadership Questionnaire
(Modified RSLQ)” which is a collectivist culture
because according various scholars. Leadership
models of United States and other western countries
are invalid in developing countries like African and
East Asian countries and the reason is that these
models reveal the standpoint and practices related with
the cultural values of US. The reason behind it is that
interpersonal relations, loyalty and authority is
perceived differently in these countries as compared to
west. [12] Also confirm this argument and argued that
inclination and influence of different leadership styles
are different in these countries due to differences in
culture of the countries.
So the rational of the study is to test a research model
that investigates job satisfaction as a mediator of the
effects of behavioral focused strategies on turnover
intention.
D. Research objectives

To determine the impact of behavioral
focused strategies on turnover intention.

To determine the mediating effect of job
satisfaction on the relationship of behavioral
focused strategies and turnover intention.
B. Job satisfaction
Job satisfaction has been defined by scholars in
various ways. According to [7], Job satisfaction can be
defined as a positive emotional state which arises
when a person’s job or job experiences is appraised by
people.According to [12], job satisfaction is the
attitude of a person about his job which is based on the
perception of job he perform, including the degree of
cohesion between individual and organization.
E. Research question

Do behavioral focused strategies impact
turnover intentions negatively?

Does job satisfaction mediate the relationship
of behavioral focused strategies and turnover
intentions?
[15] Defines job satisfaction as “the degree of
pleasure an employee derives from his or her job”
(Chapter 10, p. 313). A solid correlation has been
shown between the job satisfaction and subsequent
outcomes by various empirical studies.
II. LITERATURE REVIEW
A. Self-leadership strategies
From the review of the literature, it is clear that the
concepts of self-leadership and self-management
overlap each other to a large extent because the
theoretical background of both the concepts is same
[14]. The concept of self-leadership provides the basis
for influencing oneself effectively and improves the
performance continuously. Through this concept
which the people direct and guide their cognitions and
actions for the achievement of their desired goals [19].
Job satisfaction is very important for attraction and
retention of well-qualified candidates. It’s the attitude
of employees about their jobs. According to [16] it is
the affective reaction of an employee to a job based on
the comparison between actual and desired outcomes.
Job satisfaction has many constructs which includes
the feeling of employees about various intrinsic and
extrinsic job elements. It covers the other aspects of
satisfaction related to working conditions, promotions,
benefits, pay, supervision, relationship with coworkers
and organizational practices [17].
According to [14] in the concept of self-leadership,
people influence their selves in order to get the selfdirection and self-motivation which they need to
2321-3264/Copyright©2015, IJRMST, August 2015
C. Turnover intentions
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Organizational turnover has been a very important
research topic for about 90 years [21] and has severe
negative consequences for organizations.
A gap has been identified of BFS that how BFS
affect TOI. The relationship of BFS and TOI, and the
relationship of JS as a mediator between them, has not
been tested before. It may be that BFS first influence
the attitudinal perceptions of employees about their
jobs, i.e. BFS may influence JS which consequently
affect turnover intentions. So the study is attempted to
find the relationship of BFS, JS and TOI, and will
assess the degree to which the JS mediates the
relationship of BFS and TOI.
Turnover intentions have been defined by various
scholars. “The employees thoughts of quitting their
present job” Employees withdraw from their job either
physically or psychology. [19] Further argued that
withdrawal in physical form is quitting the job, but all
employees may not want to leave and the
psychological withdrawal from the job is thinking
about quitting the job.
G. Theoretical framework
If the call center organizations fail to control the
high turnover then it is very difficult for the
organization to deliver the high quality service [17].
According to [1] the organizational variables such as
organizational commitment and turnover intentions
can be explained by job satisfaction.
The following theoretical framework has been
drawn on the basis of literature review where BFS is
the independent variable, turnover intentions is the
dependent variable while job satisfaction is the
mediating variable.
D. Behavior focused strategies and job satisfaction
Although there is very little empirical evidence on
the relationship of BFS and JS, but the relationship of
leadership and job satisfaction has been proved from
extensive [11]. According to the study of [19] i.e.
examining the relationship of BFS dimension of selfleadership, JS and team performance. The results of
the study were: 1) there is a direct relationship of BFS
and JS and is a positive and statistically significant
relationship, 2) JS and team performance are
positively correlated, 3) so the result is that JS
mediates the relationship of BFS and team
performance.
BFS
TOI
Figure 1. Theoretical Framework
H. Hypothesis
The following hypothesis has been drawn in the
light of literature review.
Moreover, according to [14] the perception of
control and responsibility can be created through the
use of behavioral-focused strategies dimension of selfleadership which consequently affects performance
outcomes. That’s why there must be a relationship of
behavioral-focused strategies and job satisfaction
which will encourage employee’s attitudes towards
their job, which will consequently reduce turnover
intentions.
H1: Behavioral focused strategies have a negative
impact on turnover intentions.
H2: Behavioral focused strategies have a positive
impact on job satisfaction.
H3: Job satisfaction has a negative impact on
Turnover intentions.
H4: Job satisfaction mediates the relationship of
behavioral focused strategies and turnover intentions.
E. Job satisfaction and turnover intentions
Over the years research has recognized JS as a
predictor of turnover [20]. According to [9] JS and
TOI are inversely correlated with each other. Similarly
according to various other researchers [2] JS and TOI
are inversely correlated with each other. Job
satisfaction has been given increasing attention by the
economists over the past four decades. There is a
negative correlation between job satisfaction and
turnover [9]. [20] Argued that one of the reasons of
employee’s intentions of quitting their job is job
satisfaction.
III. RESEARCH METHODOLOGY
A. Type of study
The study is attempted to find the cause and effect
between dependent and independent variables and
their descriptive statistics that’s why it is a causal as
well as a descriptive study.
B. Instrument Development
The instrument used is an adopted one. The
questionnaire is made up of the combination of total 3
different questionnaires used in other studies.
F. Gap Analysis
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JS
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International Journal of Research in Management, Science & Technology (E-ISSN: 2321-3264)
Vol. 3, No. 3, August 2015
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The questionnaire of behavioral focused strategies
is taken from [10], job satisfaction from [7] and
turnover intentions from [5].
F
Gender
C. Population and Participants
The population for the study was 5 customer care
centers/call centers of telecom companies (Mobilink,
Ufone, Zong, Telenor and Warid) in Islamabad, while
the sample size for the study was 250, out of which
234 were received, 220 were valid and 14 were
invalid. 2.4 Unit of Analysis.
Age
Male
128
% Valid Com.%
%
58.1 58.1
58.1
Female
92
41
41
Total
220
100
100
100
20-25
80
36.3 36.3
36.3
26-35
130
59.0 59.0
95.3
36-45
10
4.5
4.5
100
45+
0
0
0
100
100
Total
220
100
Bachelor
126
57.2 57.2
57.2
Master
76
34.5 34.5
91.7
MS
18
8.18
8.1
100
Total
220
100
100
Manager
grade
20
9.1
9.1
9.1
E. Tests for Data Analysis
Non-manager
grade
200
90.9 90.9
100
Correlation and regression tests have been
performed for the data analysis while other tests have
also been performed like reliability test and other
demographic and descriptive tests.
Total
171
100
The unit of analysis of this study was the
“individuals”, i.e. the employees of these companies.
Edu
D. Data Collection Method
The data collection method chosen for this study
was convenience sampling.
Position
2) Level of job: The level of job of 20 respondents
was manager grade while the remaining 200
respondent’s level of job was non-manager grade.
F. Software used
The level of job of 9.1% employees was manager
grade while 90.9% employees were of non-manager
grade.
SPSS software (version 17) has been used for data
analysis.
3) Qualification: The qualification of 126
respondents was bachelor, 76 was masters while 18
respondent’s qualification was MS.
IV. RESULTS, ANALYSIS AND DISCUSSION
A. Demographic analysis
The percentage of respondents having bachelor
qualification was 57.2%. The percentage of
respondents having master qualification was 34.5%,
while the remaining 8.1% respondent’s qualification
was MS.
The general characteristics of the data are
described by the Descriptive analysis. The
demographics such as frequencies and percentages of
age, gender, qualification and level of job have also
been given in Table 1.
4) Gender: The maximum number of respondents
was male and they were 128 in number while the
remaining 92 respondents were female. So 58.1% of
the respondents were male while 41.9% respondents
were female.
1) Age of employees: Out of 220 respondents, the
age of 80 respondents were lying in the range of 20-25
years, the age of 130 respondents was lying in the
range of 26-35 years, while the age of remaining 10
respondents was lying in the range of 35-45.
B. Descriptive statistics
The descriptive statistics of the data has been given
in the Table 02. The descriptive statistics of the data
collected has been calculated using SPSS software.
The descriptive statistics include mean, standard
deviation, skewness and kurtosis. The mean value of
the behavioral focused strategies is 1.86 and its
standard deviation is 0.50227 which shows the
variation of the data from the mean. Similarly the
descriptive statistics of other variables have been
given the Table02. The skewness of the data shows
The age of 36.3% of the employees was in the
range of 20-25, 59.0% of the employee’s age was in
the range of 26-35. While 4.5% of the employee’s age
was in the range of 35-45 years.
TABLE 1
DEMOGRAPHIC PROFILE
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100
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International Journal of Research in Management, Science & Technology (E-ISSN: 2321-3264)
Vol. 3, No. 3, August 2015
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the distribution of data while kurtosis shows the
flatness or peakness of the curve.
TOI
Mean
1.8565
1.8955
4.1091
Std.dev
0.50227
0.97244
0.74107
-.160
-.211**
1
*p < 0.05
**p < 0.01 level (two-tailed)
TABLE 2
DESCRIPTIVE STATISTICS
Variables
BFS
JS
TOI
Pearson Correlation
Skew
0.428
1.159
-2.404
Kurtosis
-1.140
0.476
5.263
BFS: Behavioral Focused Strategies
JS: Job Satisfaction
TOI: Turnover Intentions
C. Reliability
D. Regression analysis
Cronbach’s Alpha has been used for testing the
reliability of the instrument. The overall reliability of
the instrument is 0.867 which is acceptable. The
reliability of behavioral focused strategies is 0.914
which is also acceptable because in some researches
reliability up to 0.95 is also acceptable; the reliability
of the job satisfaction is 0.693, while the reliability of
turnover intentions is 0.867 as shown in table 3.
Regression analysis has been used to find out the
magnitude of relationship among the variables and to
check the hypothesis.
According to Baron and Kenny (1986) the
regression steps for mediation are: i) Regressing DV
on IV. ii) Regressing MV on IV. iii) Regressing DV
on MV. iv). Regressing DV on both the IV and MV
collectively. Separate coefficients for every regression
equation should be tested.
TABLE 3
FACTOR WISE RELIABILITY STATISTICS
Variables
Behavioral-focused
strategies
Job satisfaction
Turnover
intentions
Overall reliability
Cronbach’s alpha
.914
No of items
21
.693
.718
3
3
.867
27
There are certain conditions for establishing the
mediation. Those conditions are: the DV must be
significantly affected by the IV, the MV must be
significantly affected by the IV and the DV must be
significantly affected by the MV in the fourth step
where the DV is regressed on both the IV and MV.
Step 1: Regressing
independent variable.
D. Correlation
Correlation matrix has been used to calculate the
degree of association among the independent variable
(behavioral focused strategies), moderating variable
(job satisfaction) and dependent variable (turnover
intentions). Generally the values of correlation lie in
the range of -1 to +1, which can be defined as strongly
negative correlation to strongly positive correlation.
BFS
1
JS
Pearson Correlation
.157*
2321-3264/Copyright©2015, IJRMST, August 2015
JS
on
The value of R square indicates that the 3% of the
dependent variable i.e., turnover intentions can be
explained by the independent variable i.e. behavioral
focused strategies (BFS). While the adjusted R square
indicates that 2% of the variance can be predicted
from the behavioral focused strategies. The value of F
which is 5.718, which shows that behavioral focused
strategies significantly predicts the dependent variable
i.e. turnover intentions.
The value of β indicates that 1 unit change in BFS
i.e. behavioral focused strategies will bring -23%
changes in TOI i.e. turnover intentions. The negative
sign indicates that they are negative correlated with
each other. The value of t and sig shows the
significance of the relationship. Here the value of t for
the relationship of BFS and TOI is -2.391 and the
significance level is 0.018. Hence it is clear that BFS
has a negative impact on TOI, so the hypothesis H1 is
accepted.
TABLE 4
CORRELATION
Pearson Correlation
variable
First the dependent variable i.e. turnover intention
(TOI) has been regressed on the independent variable
i.e. behavioral focused strategies (BFS) as show in
table 5.
The study shows that the independent variable i.e.
behavioral focused strategies and moderating variable
i.e. job satisfaction are positively correlated with each
other and its value is -0.157 at the significance value
of 0.020, the moderating variable (job satisfaction)
and dependent variable (turnover intentions) are
negatively correlated with each other and its
correlation value is -0.211 at the significance level of
0.002, while the independent variable (behavioral
focused strategies) and dependent variable (turnover
intentions) are negatively correlated with each other
and its correlation value is -0.160 at the significance
level of 0.018. All the correlations were significant at
0.01 and 0.05 level as shown in the Table 04.
BFS
dependent
TOI
1
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TABLE 5
Β
R
square
Adjusted
R square
F
.026
.021
5.718
4.547
(Constant)
-.236
BFS
mediating
variable
The value of F which is 10.173, which shows
that job satisfaction predicts the dependent
variable i.e. turnover intentions.
The value of β indicates that 1 unit change in
JS i.e. job satisfaction will bring -16% changes in
TOI (turnover intentions). The negative sign
indicates that they are negatively correlated with
each other. The value of t and sig shows the
significance of the relationship. Here the value of
t for the relationship of JS and TOI is 3.190 and
the significance level is 0.002. Hence it is clear
that JS has a negative impact on TOI. So the
hypothesis H3 is accepted.
TABLE 7
The value of β indicates that 1 unit change in BFS
i.e. behavioral focused strategies will bring 30%
changes in JS i.e. job satisfaction. The positive sign
indicates that they are positively correlated with each
other. The value of t and sig shows the significance of
the relationship. Here the value of t for the
relationship of BFS and JS is 2.340 and the
significance level is 0.020. Hence it is clear that BFS
has a positive impact on JS, so the hypothesis H2 is
accepted.
β
(Cons)
JS
BFS
Adj
R
squa
re
.020
F
T
Sig
5.351
.000
.020
F
4.41
4
.045
.040
10.1
7
T
Sig
41.0
9
.000
.002
a
5.478
For testing the mediation, the first two
conditions are fulfilled i.e. the IV affect the DV
and the IV affect the MV, as shown in table 8.
The value of F which is 7.057 shows the overall
significance of the model.
a
a. Dependent Variable: JS
Step 3: Regressing
mediating variable.
Adj
R
squa
re
Step 4: Regressing dependent variable on both
mediating and independent variable (testing
mediation).
1.333
.025
R
square
a. Dependent Variable: TOI
TABLE 6
(Cons)
.000
.018a
.018
on
The value of R square indicates that the 2% of the
mediating variable i.e., job satisfaction (JS) can be
explained by the independent variable i.e. behavioral
focused strategies (BFS). While the adjusted R square
indicates that 2% of the variance can be predicted
from the behavioral focused strategies. The value of F
which is 5.478 which shows that behavioral focused
strategies significantly predicts the mediating variable
i.e. job satisfaction.
R
squa
re
23.971
indicates that 4% of the variance can be predicted
from the job satisfaction (JS).
Then the mediating variable i.e. job satisfaction
(JS) has been regressed on the independent variable
i.e. behavioral focused strategies (BFS), as shown in
table 6.
β
Sig
-2.391
a. Dependent Variable: TOI
Step 2: Regressing
independent variable.
t
dependent
variable
on
According to Baron and Kenny (1986), if the
all the conditions for mediation are fulfilled, then
the effect of IV on DV must be less in the fourth
step than in the first step. Which has also been
fulfilled as it is clear from the values of t and sig
in table 8, while job satisfaction and turnover
intentions are significantly correlated and are
negatively correlated. Hence, the mediating
variable i.e. job satisfaction (JS) significantly
mediates in the relationship of behavioral focused
In the third step, dependent variable (turnover
intentions) has been regressed on the mediating
variable (job satisfaction), as shown in table 7.
The value of R square indicates that the 4.5%
of the dependent variable i.e., turnover intentions
can be explained by the mediating variable i.e.
job satisfaction (JS) While the adjusted R square
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strategies and turnover
hypothesis H4 is accepted.
intentions.
mediating effect of job satisfaction on behavioral
focused strategies and turnover intentions.
Hence
The findings of the study are also consistent with
the results of Politis (2005) where he established a
positive relationship of self-leadership behavioral
focused strategies and job satisfaction.
E. Summary of hypothesis
From the value of t and sig in the regression
analysis, it is clear that the entire hypothesis H1, H2,
H3 and H4 are accepted, because the value of t and sig
are less than 0.05. So, behavioral focused strategies
have a negative impact on turnover intentions i.e. the
more the employees use the behavioral focused
strategies, the less will be the turnover intentions of
the employees of the organization, while behavioral
focused strategies have a positive impact on job
satisfaction i.e. the more the employees of the
organization use behavioral focused strategies, the
more the employees of the organization will be
satisfied from their jobs. From the mediation
regression, H3 is also accepted because the value of t
is greater than 2 and sig is less than 0.05 and the value
of F which should be greater than 4 also shows that
the overall model is significant. Hence the mediating
variable i.e. job satisfaction significantly mediates the
relationship of BFS and TOI.
The findings of the study contribute towards the
understanding of the mediating effect of job
satisfaction on the relationship of behavioral focused
strategies and turnover intentions. Moreover, the study
support the operationalization of the five constructs of
self-leadership behavioral focused strategies of the Ho
and Nesbit (2009) study.
V. CONCLUSIONS AND RECOMMENDATIONS
A. Conclusion
The conclusion of the study is the behavioral
focused strategies influence the job satisfaction level
and the decision of employees about leaving the
organization. Hence behavioral focused strategies are
very important for enhancing the satisfaction level of
employees about their job and decreases the turnover
intentions of employees.
F. Discussion of results
This research study will help the employees to
understand the importance of the indirect and direct
effect of behavioral focused strategies and job
satisfaction on turnover intentions. The results of the
study also suggest the managers to encourage
employees to use these behavioral focused strategies
which can prove to be very important for the job
satisfaction. Thus the organization should develop a
mechanism to help employees practice behavioral
focused strategies in order to increase job satisfaction
which will eventually decrease the turnover intentions
of the employees.
Moreover, the study suggest that organizations
should provide supporting organizational culture and
should encourage the employees to implement these
strategies by involving them in the strategic goal
setting of the organization. The organization should
also provide empowerment to the employees and
should provide training and development to the
employees in order to increase the feelings of
competence.
B. Managerial implications
The study aware the practitioners and employees
about the importance of behavioral focused strategies.
It also helps the manager and practitioner understand
the connection between behavioral focused strategies,
job satisfaction and turnover intentions. The results of
the study aware the managers and employees about
the role of behavioral focused strategies in increasing
the job satisfaction and reducing the turnover
intentions of employees.
The data has been collected from the customer
care centers/call centers of telecom companies
(Mobilink, Ufone, Zong, Telenor and Warid) in
Islamabad, because call centers have high turnover
ratio.
The results of the study shows positive impact of
self-leadership behavioral focused strategies on job
satisfaction which matches with the results of previous
researches e.g. Wall et al. (1986); Cohen et al. (1996)
and Bass (1990) established positive impact of
leadership on job satisfaction. The results of the study
extend the results of the studies of Prussia et al. (1998)
and Cohen et al. (1996). The Prussia et al. (1998)
established the relationship of self-leadership, selfefficacy and performance. But the studies did not
established the relationship of specific self-leadership
behavioral focused strategies and job satisfaction,
secondly Cohen et al. (1996) did not tested the
The study also suggests that organizations should
create training and development interventions to boost
the feeling of competence in the employees.
Moreover, the organization should also empower the
employees by giving them freedom to practice
behavioral focused strategies and involving them in
strategic goal setting of the organization in order to
increase their satisfaction from their job and reduce
their intentions of leaving the organization.
C. Academic implications
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[2]
No identified research work has explored or tested
the link of behavioral focused strategies, job
satisfaction and turnover intentions. Moreover, job
satisfaction has never been tested as a mediating
variable in the relationship of behavioral focused
strategies and turnover intentions. Therefore, beyond
contributing an integrative model this study can also
be used as a literature in other studies.
[3]
[4]
[5]
D. Limitations of the study
[6]
[7]
The results of the study could also be tested by
using structural equation modeling. The data was
collected from a single type of organization i.e. private
sector organizations. So the data could also be
collected from different type of organizations.
[8]
[9]
The study also suffers from a single source bias
because the unit of analysis is individuals; we could
also collect the data from teams and different
organizational levels.
[10]
[11]
E. Recommendations
[12]
Other researchers should test the relationship of
behavioral focused strategies with other organizational
outcomes
(e.g.
organizational
commitment;
organizational performance, employee engagement
and organizational justice etc) and should check the
job satisfaction as a mediating variable between them.
[13]
[14]
[15]
Moreover, the future studies should also test the
link of other self-leadership strategies i.e. natural
reward strategies and constructive thought patterns
with the organizational outcomes.
[16]
[17]
Other studies should also collect the data from
different and multiple types of organizations and
environments. The sample size should also be
increased in other studies. Other researchers should
also consider team and organizational levels as unit of
analysis.
[18]
[19]
[20]
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TABLE 8
β
4.741
BFS
-.192
-1.952
sig
.000
.001a
.052
JS
-.145
-2.865
.005
(Const)
a.
R square
Adj R square
F
.061
.052
7.057
Dependent Variable: TOI
2321-3264/Copyright©2015, IJRMST, August 2015
8
t
23.882