Measuring employee attrition intention in an auto-component manufacturing organisation
employee attrition; job satisfaction; job stress; structural equation modelling; work-life balance
Orientation: The auto-component manufacturing sector, a critical contributor to industrial growth, faces persistent challenges related to employee attrition, affecting operational efficiency and workforce stability. This study examines the influence of job satisfaction, work-life balance, and job stress on attrition intention among employees in Indian auto-component manufacturing organisations. Research purpose: To identify the key factors contributing to employee turnover and evaluate their relative impact on attrition intention. Motivation for the study: Amid rising concerns over attrition in the manufacturing industry, this research aims to explore how work-life balance and job stress influence employees intentions to leave their organisations. Research approach/design and method: Data were collected from 192 employees across 10 auto-component manufacturing companies in Pune, Maharashtra, India, using a structured questionnaire. The responses were analysed through structural equation modelling (SEM) using SPSS and AMOS. Main findings: The study reveals that work-life balance and job stress significantly impact attrition intention. Employees with poor work-life balance and high job stress are more likely to consider leaving. However, job satisfaction does not have a direct effect on attrition intention. Practical/managerial implications: Organisations should prioritise improving work-life balance and managing job stress by implementing flexible work policies, wellness programmes, and realistic workload distribution. Contribution/value-add: This study underscores the importance of addressing work-life balance and job stress in retention strategies, offering actionable insights for HR managers to mitigate attrition in the auto-component manufacturing sector. 2025. The Authors.
Hinge, Punamkumar; Salunkhe, Harshal A.; Boralkar, Mohit; Bang, Sanjay; Thakur, Abhijeet; Adhegaonkar, Vikas R.
SA Journal of Human Resource Management;Volume;23;Issue;;Article No.;a3003;
All Open Access; Gold Open Access; Green Open Access
https://doi.org/10.4102/sajhrm.v23i0.3003 https://www.scopus.com/pages/publications/105012722185?origin=resultslist
Hinge P., School of Business Management and Commerce, Faculty of Business Management and Commerce, JSPM University, Maharashtra, India; Salunkhe H.A., School of Business, Dr. Vishwanath Karad, MIT World Peace University, Pune, India; Boralkar M., School of Business and Management, Faculty of Management, Christ University, Bangalore, India; Bang S., Department of Law, Christ University, Bangalore, India; Thakur A., Balaji Institute of Modern Management, Sri Balaji University, Pune, India; Adhegaonkar V.R., Balaji Institute of Technology & Management, Sri Balaji University, Pune, India