The role of decent work in the Zimbabwean retail sector: Testing a job engagement and turnover intention model

Abstract

Orientation: There is a continued call to understand those factors that not only affect work engagement but also reduce turnover. A broad umbrella of work emerges arguing for ascertaining how decent work conditions affect these outcomes of work.Research purpose: To offer insight into the relationship between decent work, job engagement and turnover intention in the retail sector in Zimbabwe.Motivations for the study: Rapid changes in the business environment have undoubtedly led to a deterioration of work standards across all sectors although the retail sector seems to have been more vulnerable and suffered the most. This calls for the need to investigate on decent work, a key mechanism in maximising labour force potential such as job engagement and turnover intentions are not ignored.Research approach/design and method: The study adopted a descriptive survey design using a quantitative approach. The Statistical Package for Social Science (SPSS) was used for the purpose of analysis with the Structural Equation Model (SEM) utilised.Main findings: The study found a positive significant relationship between decent work and job engagement. A positive significant relationship was also established between job engagement and turnover intention whereas, a very weak and statistically insignificant relationship existed between decent work and turnover intention.Practical/managerial implications: Retail sector managers ought to prioritise decent work and pay closer attention to its impact on job engagement and turnover intention. A focus on these constructs will breed a highly engaged and committed workforce that will give the sector competitive advantage.Contribution: Very few studies have shed light on the construct of decent work in developing economies, and specifically in Zimbabwe. Decent work is critical in the realisation of the sustainable development goal (SDG) 8. Its correlation with job engagement and turnover intention brings to light quite invaluable insights to the management of human capital in the retail sector.