Table 1 Initial hypothesis on mechanisms of turnover intentions
Hypothesis number | Hypothesis | Theoretical support |
|---|---|---|
Hypothesis 1 (H1) | Poor salary, career opportunities and management support reduce motivation and job satisfaction and push employees away from the public health service organisations in the Afar Region | Two-factor theory |
Hypothesis 2 (H2) | Employee perceptions that alternative health service organisations offer better job challenges, responsibility and autonomy pull employees towards these alternatives | Two-factor theory |
Hypothesis 3 (H3) | Employees are pushed away by lack of personal fit with their employer, in terms of job rewards: salary | Person-environment fit |
Hypothesis 4 (H4) | Employees are pushed away by lack of personal fit between their professional logic and the dominant organisational logic in the employer organisation, especially with regard to priority and autonomy for quality of care | Person-environment fit |
Hypothesis 5 (H5) | Employees are pulled towards alternative organisations if they think their professional logic is a better match with the dominant organisational logic of the alternative organisation (e.g. with regard to priority and autonomy for quality of care) | Person-environment fit |