THE INFLUENCE OF CORPORATE SOCIAL RESPONSIBILITY, COMPENSATION, AND JOB TRAINING ON EMPLOYEE TURNOVER INTENTION IN MALAYSIA'S TOURISM SECTOR: THE MODERATING ROLE OF WORK CULTURE
Keywords:
Compensation, Corporate Social Responsibility (CSR), Job Training, Turnover Intention, Work CultureAbstract
Employee turnover remains a significant workforce challenge in Malaysia’s tourism sector despite the industry’s substantial contribution to economic growth and employment. High turnover rates increase recruitment and training costs, reduce service quality, and threaten workforce sustainability. While compensation and job training are widely recognised as important retention mechanisms, the influence of Corporate Social Responsibility (CSR) on employee turnover intention remains underexplored within Malaysia’s tourism sector. Furthermore, existing studies have primarily investigated CSR, compensation, job training, and work culture independently, resulting in a limited understanding of how these factors jointly influence employee turnover intention. Therefore, this study examines the influence of CSR, compensation, and job training on employee turnover intention, while investigating the moderating role of work culture. Guided by Social Exchange Theory and Organizational Support Theory, the study adopts a quantitative cross-sectional research design. Data will be collected from employees working in Malaysia’s tourism-related service sector using a structured questionnaire and analysed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The study is expected to provide empirical evidence on how organisational practices and work culture influence employee retention within labour-intensive service environments. Furthermore, the study contributes to employee retention literature by proposing an integrated framework that links organisational practices, work culture, and employee turnover intention.
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