Job Hopping Behavior in the Upstream Sector of Oil and Gas Industry in Malaysia

• Autores: Sharmila Devi, Asokan Vasudevan, Revathi Sagadavan, Shiney .
• Localización: International Journal of Professional Business Review: Int. J. Prof.Bus. Rev., ISSN 2525-3654, ISSN-e 2525-3654, Vol. 8, Nº. 10, 2023 (Ejemplar dedicado a: Continuous publication; e03787)
• Idioma: inglés
• DOI: 10.26668/businessreview/2023.v8i10.725
• Enlaces
  • Texto completo (pdf)
• Resumen

  • Purpose: The research aims to identify what contributes to the job-hopping behavior to the mentioned industry within Malaysia’s workforce.

      Theoretical reference: The study employs Social Exchange Theory (SET) to investigate job-hopping behavior in Malaysia's upstream oil and gas sector. It explores the impact of remuneration packages, career advancement opportunities, and learning development on employees' intentions to change jobs. SET helps understand how self-interest and cost-benefit analyses influence this behavior.

      Method: The study took a quantitative and cross-sectional approach, whereby the research tools were derived from numerous previous studies. Primary knowledge on job-hopping behavior was obtained based on input collected from research surveys. The data allows us to establish the relationship between job hopping behavior and the independent variables identified.

      Results and Conclusion: The investigation of this study discovered that the three hypotheses offered have a significant relationship of the job-hopping behaviors with remuneration package, career advancement and leaning development.

      Implications of research: This study provides insight for employers and academic researchers in understanding correlation of each determinant that leads to employees’ job-hopping behavior, which could also benefit in future research in both business and academic areas.

      Originality/Value: This study's originality stems from its targeted investigation into job-hopping behavior within a specific Malaysian industry. It builds upon established theories and prior research to provide a solid theoretical foundation. Using a quantitative, cross-sectional approach and drawing from previous studies, it brings methodological rigor to the examination of job-hopping behavior. The study's key original contribution lies in its findings, which establish significant relationships between job-hopping and factors like remuneration packages, career advancement, and learning development. These findings offer practical insights for employers in the industry and provide a basis for future research in both business and academic contexts.

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