Dirty Work, Clean Future: The effect of working conditions on employee turnover intention

Abstract

Dirty work considers work that is tainted on a physical, social or moral dimension. Employees involved in dirty work must manage societal stigmatisation in such a way that it does not cause them to turnover, as retaining a sustainable work force in times of relative tight labour markets is important. The Job Demands-Resources model is used in combination with the Social Identity Theory of Intergroup behavior to assess how working conditions impact dirty work employees’ turnover intention. Job demands incorporated are employees’ perceived discrimination, work intensity and job insecurity. Incorporated job resources are employees’ level of social support, autonomy and flexibility. Using ISCO-08, a list of occupations deemed dirty was created. Then, through personal contacts and contacts with labour unions, a survey was distributed amongst dirty work employees. Responses were analysed using multiple linear regression. Perceived discrimination and job insecurity were found to positively impact dirty work employees’ turnover intention, whereas social support was seen to negatively impact their turnover intention. The degree of stigmatisation was not seen to carry any effect. Perceived discrimination and job insecurity seem to form a threat to employees’ ability to form a positive self-definition, whereas social support seems to aid this formation. To reduce employee turnover intention, employers are recommended to implement transparent decision-making processes. Employees, too, could strive for implementation of these processes through collective bargaining by a labour union or Works Council.