Volume : 3 | Issue : 5 | June 2013 ISSN - 2250-1991 158 X PARIPEX - INDIAN JOURNAL OF RESEARCH Research Paper Examining the Relationship between P-O it and Turnover Intentions * Zahid Hussain Bhat Human Resource Management ABSTRACT According to Arthur et al., (2006), the it between the individual and the environment is a predictor of speciied outcomes, which indicates that the POF is a predictor of job performance and turnover. In a sense, the eficacy of the POF is predicated on the congruence between an organization and the individual’s values, interests, beliefs, and needs in terms of the outcome of personal interest (Arthur et al., (2006). The current study examined the impact of P-O it on employee turnover intentions. A total of 140 bank employees participated in this study. Validated scales were used for data collection. The results revealed a signiicant inluence of P-O it on turnover intentions among bank employees. Department of Applied Sciences, ICL Institute of Engineering and Technology, Sountli, Distt.- Ambala (Haryana) 134 202 * Research Scholar, Department of Business & Financial Studies, University of Kashmir Keywords : Person-Organization Fit, Turnover Intentions INTRODUCTION Human resources are the only live and animate asset in the world comparing with other production resources. The goal of every organization is to make proits. The goals can only be achieved through employees’ efforts and contributions. Identifying and recruiting workers who not only possess the right sets of knowledge and skills but also embrace values similar to those of the organization are critical for organiza- tions to succeed in achieving their goals (Judge and Ferris, 1993; Kristof, 1996). P-O it is deined as “the compatibility between people and organizations that occurs when at least one entity provides what the other needs or they share similar fundamental characteristics or both” (Kristof, 1996). In other words, P-O it is the “congruency between patterns of or- ganizational values and patterns of individual values” (Chat- man, 1989) emphasizing the extent to which a person and the organization share similar characteristics and meet each other’s needs (Sekiguchi, 2004). Previous literature about it construct suggests that congruence of the employee and any aspect of the environment such as organization, vocation, group, or job bring out positive outcomes for both people and organization. Person-organization it is the phenomenon has considerable impact upon attitudes to enhance the organiza- tional performance. Similarly, the it between the employee and the organization has been related to various attitudes and behavioral outcome. Such as job satisfaction, job com- mitment, employee performance and organizational perfor- mance (Wheeler, et al., 2007, Hoffman and Woehr, 2006). Suficient empirical support is there for the notion that person- organization it is vital predictor of attitudes and performance (Brown, et al, 2005). Organizations invest a lot on their employees in terms of in- duction and training, developing, maintaining and retaining them in their organization. Employees are extremely crucial to the organization since their value to the organization is es- sentially intangible and not easily replicated (Meaghan & Nick 2002). Therefore, managers must recognize that employees as major contributors to the eficient achievement of the or- ganization’s success (Abbasi & Hollman 2000). Managers should control employee turnover for the beneit of the organi- zation success. Turnover intention or intention to quit or leave (as used interchangeably in literature) is an individual desire or willingness to quit or leave employer organisation (Tett & Mayer, 1993; Elangovan, 2001). The reason so much atten- tion has been paid to the issue of turnover is because turno- ver has some signiicant effects on organizations (DeMicco & Giridharan 1987; Dyke & Strick 1990; Cantrell & Saranakhsh 1991; Denvir & Mcmahon 1992). Many researchers argue that high turnover rates might have negative effects on the proitability of organizations if not managed properly (Hogan 1992; Wasmuth & Davis 1993; Barrows 1990). Turnover oc- curs for many different reasons. Sometimes new job attracts employees and pull them to leave the old one. In contrary employee also pushed to leave job due to the dissatisfac- tion in their present workplace or there is absence of value congruence. A poor relationship with the management can be an important reason for the employees to leave their jobs. For the steady productivity of an organization it is essential to maintain its skilled workforce. But most of the times it is very dificult to control the turnover rate within organizations. There are so many factors that affect turnover. According to the the- oretical discussion and the case studies many solutions to reduce turnover has been discussed. First of all, obviously satisfactory salary structure helps to reduce turnover though job security also an important issue too. But it is not the only and always the solution for the authority. A person does not stay in an organization only for salary but he/she may stay for many other reasons such as, rearranging employees, good stream relation, better working environment, preferable job location, value congruence etc. RATIONALE Banking sector depends mainly on human resources. Suc- cess of human resources is very vital for the growth of bank- ing industry. The banking sector is very important as it plays a dominant role in the economic growth. Today banking in- dustry is faced with serious problems in retaining their work force in order to achieve their goals effectively. In develop- ing an effective workforce, it is necessary that this workforce should be available and ready for work for a long period, that is, person-organization it concepts is vital in reducing labor turnover and enhance organizational performance. The prime objective of this study is to empirically examine the associa- tion between P-O it and turnover intentions. The study is set on the following hypothesis: H1: There is a signiicant inverse relationship between per- son-organisation it and employee turnover. H2: P-O it is a signiicant determinant of employee retention.