WORKFORCE STABILITY IN CERAMIC SANITARY WARE MANUFACTURING ENTERPRISES FROM FOSHAN, CHINA
DOI:
https://doi.org/10.29121/shodhkosh.v7.i1.2026.7647Keywords:
Eemployee Turnover, Wworkforce Stability, Sservice Management, Job Satisfaction, Oorganizational CommitmentAbstract [English]
High employee turnover is a major issue for ceramic sanitary ware manufacturers in Foshan, China, due to globalization and strong competition. This study aimed to find out how person–environment fit, career growth, job satisfaction, and organizational commitment influence employees’ intention to leave. It also examined whether job satisfaction serves as a link between these factors. Researchers surveyed 487 employees from production, marketing, RandD, and administrative departments. They used structural equation modeling (SEM) with nonparametric bootstrapping to analyze both direct and indirect effects, while controlling for demographic factors. The findings showed that all four factors helped retain employees, as evidenced by lower turnover intentions. The strongest effect came from job satisfaction (β = 0.325), followed by organizational commitment (β = 0.261), career growth (β = 0.219), and person environment fit (β = 0.146). Job satisfaction partly explained the links among organizational commitment, person–environment fit, career growth, and turnover, with indirect effects of 0.054, 0.058, and 0.091, respectively. The models used in the study were robust, with good validity and fit (CMIN/DF = 2.063, CFI = 0.957, TLI = 0.949, RMSEA = 0.047). The study suggests that companies should improve job satisfaction through better job design and workplace experience, and encourage long-term commitment. Supporting career growth and person–environment fit can also boost satisfaction and retention, offering practical steps for HR teams in manufacturing.
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