Examining The Impact Of Extrinsic Motivation On Turnover Intention In Liberia-Case Of The Forestry Development Authority

For HR management strategy to be effective,HR managers and practitioners need to fully understand organizational behavior to determine the form of an effective HR management strategy.Motivation and withdrawal behavior are two cardinal areas of organizational behaviors that need to be clearly understood.These areas are potential spots that decrease the effectiveness of organizations.Turnover intention of core employees has been and is a great loss for many organizations both in the private and public sector.Employee's behavior outcomes can be predicated on both extrinsic and intrinsic motivations.Researchers have explored such field to be very cardinal and crucial to the viability and sustainability of any organization and the Forestry Development Authority is no exception.The Forestry Development Authority(FDA)is a State Own Enterprise institution of the government established by the act of 1976.More besides,the successful approach for any organization is directed to employee's commitments which play a significant role in achieving organization target goals and objectives.Today,many organizations such as the Forestry Development Authority are finding it so difficult in maintaining qualified employees due to the global financial crises which have been a challenge and possess a huge financial burden on organizations.Furthermore,employees have been classified to be the most treasured asset to any organizations,thus it is important and fundamental for organizations to fully understand and manage employee's expectation or beliefs in a more refine and positive manner as to avoid high intention of turnover which can greatly be generated through dissatisfaction and other factors.From the research background and problem statement,the research objectives determined the scope of the study: To determine the impact of extrinsic motivation on employee turnover intention at the Forestry Development Authority;to establish how employee organization commitment influences turnover intention: to find out if perceived supervisor support moderates the relationship between employee organizational commitment and turnover intention;and to provide suggestions and recommendations that will foster employee organizational commitment to reducing turnover intention.With these various objectives,the study sought to find approaches in finding solutions to these objectives through various questions: To what extent does extrinsic motivation impact on employee turnover intention at the Forestry Development Authority? How does Employee Organizational Commitment influence turnover intention? Does supervisor support moderate the relationship between organizational commitment and employee turnover intention? What suggestions should be made concerning the relationship between extrinsic motivation,organizational commitment,and employee turn-over intention?Proportionate stratified sampling designed were employed and a sample size of 300 employees representing employees from 6 departments.Data from questionnaires were coded and processed using SPSS/AMOS to screen for normality,adequacy,correlation,and SEM was carried out by the means of SmartPLS for model fitting and hypothesis testing purposes respectively.Main findings show that there was no direct impact of extrinsic motivation on turnover(H1 was rejected)which suggests that employees are more intrinsic motivated as compared to extrinsic motivation directly in relations to other studies.Additionally,extrinsic motivation had a positive relationship on employees organizational commitment as was hypothesized(H2 was accepted).This shows that if employees are extrinsically motivated,it will result in high commitments and when such extrinsic motivation not sustain,employees' high commitments will have a positive effect on turnover intention.Notably,employee organizational commitment was found to mediate(partial mediation)the relationship between extrinsic motivation and turnover intention as was hypothesized(H3 was accepted).Concomitantly,perceived supervisor support was found to have a negative effect but was insignificant.Based on such premise,hypothesis 4 was rejected.This result(H4)concurs with previous studies which show that the perception of employee high degree of perceived supervisor support but a low degree of perceive organization support will definitely result to high turnover as in connection to the perception of employees with low perceived supervisor support and low perceived organizational support.Moreover,it was found that turnover intention can be experienced by employees of all ages,gender,and any given level of education but those with a lower qualification are most likely to result into turnover intention due to insecurity.However,women were also found to be more prone to turnover intention than men.This research recommended that management at the Forestry Development Authority should apply both extrinsic and intrinsic methods in order to build stronger employees organizational commitment and sustainability should be upheld.Additionally,supervisors should always attempt to find ways to increase social support and build stronger ties with their employees because employees perceived them to be the agent or direct representation of the organization.Moreover,management should ensure that employees perceive organizational justice or fairness at all levels(distributive,procedural,and interactional)must be practice and lastly since turnover can be experienced by employees of all ages,gender and given education,practical policies and regulations should be instituted to create a conducive working environment for all employees.Finally,this study also made few contributions to the theory in the sense that extrinsic motivation does not all the time reduce turnover intention but transcend to high employee commitment.Moreover,employee's commitment does not all time reduce turnover intention but rather extrinsic motivation if sustain could reduce turnover intention.To the managers,they should apply mixed approaches of both extrinsic and intrinsic motivation in order to attain fully organizational commitment and reduce turnover intention.