International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

OPEN ACCESS
International Journal of Advanced Economics
P-ISSN: 2707-2134, E-ISSN: 2707-2142
Volume 4, Issue 2, P.No. 19-29, March, 2022
DOI: 10.51594/ijae.v4i2.286
Fair East Publishers
Journal Homepage: www.fepbl.com/index.php/ijae

TURNOVER INTENTION FACTORS AND ITS EFFECT ON

EXTENSION OFFICERS JOB PERFORMANCE IN ONDO
STATE, NIGERIA

O. O. Olagunju1, O. Adetarami2, O. B. Chete3, A. T. Olumoyegun4, P. I. Onwubolu5

1,3,4,5
Department of Agricultural Extension and Rural Development, Faculty of Agriculture,
Adekunle Ajasin University, Akungba-Akoko, Nigeria
2
Department of Agricultural Extension and Rural Development, College of Agricultural
Management and Rural Development, Federal University of Agriculture, Abeokuta, Nigeria

___________________________________________________________________________
*Corresponding Author: O. O. Olagunju
Corresponding Author Email: [email protected]
Article Received: 01-01-22 Accepted: 25-01-22 Published: 08-03-22

Licensing Details: The author retains the right to this article. The article is distributed under the terms
of the Creative Commons Attribution-Non Commercial 4.0 License
(http://www.creativecommons.org/licences/by-nc/4.0/) which permits non-commercial use,
reproduction, and distribution of the work without further permission provided the original work is
attributed as specified on the Journal open access page.
___________________________________________________________________________
ABSTRACT
This study examines the turnover intention factors and its effect on extension officers’ job
performance in Ondo State, Nigeria. The study used stratified sampling technique to select 80
extension officers of the Agricultural Development Project in the 4 zones of Ondo State. The
data were analyzed using descriptive statistics, correlation, and regression analysis. The
results show that extension officers rated level of job performance, emotional intelligence and
organizational commitment as high while job satisfaction and leadership member exchange as
low. Significant and positive correlation (p<0.01) existed between each variable and work
performance. Regression analysis results showed that emotional intelligence, job satisfaction,
and leadership member exchange were significant turnover intention factors that affect job
performance. The R2 value of 0.731 indicates that the three (3) factors gave 73.1% explanation
of the variance in extension officers’ job performance. The results also suggested that
emotional intelligence (β=0.734) was the most important turnover intention factor that have
effect on job performance, followed by job satisfaction and leadership member exchange.
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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

Hence, emotional intelligence, job satisfaction and leadership member exchange should be
taken into consideration as turnover intention factors that affect job performance among the
extension officers. This study contributes to a better understanding of the relationship of
turnover intention factors to job performance and will add to existing body of knowledge in
the domain of managing extension officers’ in the agricultural industry, thereby increasing job
performance and productivity in the agricultural sector.
Keywords: Extension Officers, Intention, Job Performance, Turnover.
___________________________________________________________________________

INTRODUCTION
Employee turnover implies loss of talented and well experienced professionals, inevitably
leading to high costs in the recruitment and training of new staff which significantly affects
the performance, productivity and profitability of organizations (Al Mamun & Hasan, 2017).
A lot of research has mainly focused on explaining why employees quit their jobs and has
shown that the main factors that influence employee turnover can be grouped as personal
factors, organizational and work factors, and social and economic factors (Belete, 2018). In
addition, Nhema and Mutenheri (2016) have argued that employee turnover is highly
correlated with intention to quit a job and as a result focused more on turnover intentions
factors. However, identifying the major determinants of employee turnover intention can help
the human resource managers to accurately predict turnover behaviours and therefore take
necessary measures to possibly minimize the employee turnover rate as it influence the
organizations’ productivity and performances (Hussain & Xian, 2019).
Organizations cannot succeed without its human capital. Recruiting a best talent is more
important to the organizations and retaining the talented employees is very crucial because of
the dynamism of the human resources (Skelton et al., 2020). Turnover intention often predicts
actual quitting behaviour (Windon et al., 2019). Over the last 40 years, a number of studies
have addressed turnover within Cooperative Extension organizations (Abiona et al., 2017).
Employee retention was a major internal challenge for Extension programmes (Windon,
2017). Similarly, Sheppard (2016) emphasized that Extension programmes nationwide have
experienced employee turnover and retention issues. According to Oosthuizen et al. (2016),
turnover intention was strongly indicative of a person’s intent to voluntarily and permanently
withdraw from an organization. Previous research in Extension showed positive relationships
between employees’ turnover intention and heavy workload, burnout, occupational stress,
work-life balance, low salary, long work hours, late-night meetings, lack of recognition, and
high requirements for advancement (Davidescu et al., 2020). Also, lack of organizational
commitment and low job satisfaction has been attributed to increase in agricultural extension
employee turnover and turnover intention (Luz et al., 2018).
According to Hasford et al. (2018), job turnover was relatively high in countries like Belgium
(15%), France (24.4%), Germany (16.5%), Italy (21%), Netherlands (15.4%) and United
States of America (18.6%). Tulangow et al. (2018) stated that turnover has proven to be one
of the most costly and seemingly intractable human resource challenges confronted by several
organizations globally. Belete (2018) identified that turnover force the organization to incur a
huge costs relating to recruitment and selection, personnel process and induction, training of
new personnel and above all, loss of knowledge gained by the employee while on job. For
organizations, the turnover of employees means the waste of investment in the selection and
training of personnel (Tolulope & Joshua 2016). Besides, the high rate of employee turnover

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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

in an organization adversely affects the motivation of existing personnel, increases the

workload and makes work planning difficult. Thus, the resignation of skilled employees who
are considered as human capital is an important issue that has a negative impact on the
efficiency, effectiveness and general performance of an organization Belete (2018).
However, it’s important to understand why employees had intention to leave in order to
prevent it from happening and reduces its impact on the organization. Previous studies have
proven that turnover intention is a good surrogate indicator of actual turnover (Kumar et al.,
2018; Santhanam & Srinivas, 2019 & Cohen et al., 2016). Consequently, if an organization
faces a situation in which it needs to decrease employees’ intention to quit; it needs to manage
and understand the factors affecting employee commitment. Turnover intention is a serious
issue especially today in which employee leaves the organization or organization fires them.
Furthermore, Windon et al. (2019) used Herzberg’s motivational-hygiene theory to identify
factors that influence extension workers turnover intention and their job performance. They
indicated that motivational factors such as overall job satisfaction, employee professional
development programmes, mentoring programmes, vocation and supportive environment in
the workplace. Comparatively, hygiene factors included inadequate salary, poor pay to
workload ratio, financial opportunities outside extension work, heavy time obligations,
unbalanced personal and professional life, and work-related stress. The plethora of
contemporary literature on voluntary turnover clearly shows that it is a growing concern for
organizations as it usually signals the loss of skilled and the most talented employees. In fact,
De Winne et al. (2019) claimed that high levels of turnover are destructive and detrimental to
both the organization and the employee.
Equally, Zhang (2016) has pointed that turnover disrupts teamwork and causes serious delays
for important projects in situations where it involves members who are playing a key role
within a project team. Turnover is a critical human resource issue in all sectors of the
economy which affects productivity, product and service quality, and profitability (Mehreza &
Bakria, 2019). Skilled extension officers are hopping from job to job taking with them the
client-related knowledge and technical expertise of the agricultural sector largely due to salary
increase along with their benefits and bonuses (Harder et al., 2015).
However, most of the researchers are restricted by limited scope of study whose studies only
focus in certain organization. They focused their studies in organizations such as the banking
industry, tourism sector, construction companies etc. Studies on turnover intention in
agricultural sector are lacking most especially extension service delivery organizations in
Nigeria. Therefore, more in-depth studies regarding factors influencing turnover intention and
their effect on job performance of extension officers in Ondo State, Nigeria is appreciated.
This study addresses the following relevant questions: What is the level of turnover intention
factors and job performance of extension officers? Are there significant relationship between
selected turnover intention factors and job performance? What are the turnover intention
factors contributing to extension officers’ job performance? Thus, this study was carried out
to determine the influence of turnover intention factors on extension officers’ job performance
in Ondo State, Nigeria. Specifically, the objectives to be achieved are as follows:
1. To examine the level of turnover intention factors and extension officers’ job
performance in Ondo State, Nigeria.
2. To determine the relationships between turnover intention factors and extension
officers’ job performance in Ondo State, Nigeria.

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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

3. To identify the most important turnover intention factors that contributes to the job
performance in Ondo State, Nigeria.
Research Framework
The research framework, as proposed in Figure 1, is composed of the independent variable
(turnover intention factors) and the dependent variable (job performance). A direct
relationship exists between turnover intention factors and job performance. Based on the
proposition of Herzberg’s Two-Factor Motivation-Hygiene theory, overall job performance
starts to be negatively affected when an employee begins to respond to his or her turnover
intention appeals (Yusoff et al., 2013; Ngo-Henha, 2017). In line with the proposition of
Herzberg’s Two-Factor Motivation-Hygiene theory, the research framework suggests that
turnover intention factors such as job satisfaction, Leadership member exchange, emotional
intelligence and organizational commitment primary influence the level of job performance.

Independent Variables Dependent Variable

 Job satisfaction
 Leadership member Job
exchange performance
 Emotional intelligence
 Organizational
commitment

Figure 1 Research Framework of the Relationship between Turnover Intention Factors and Job Performance

Theoretical Background
Herzberg’s Two-Factor Motivation-Hygiene theory was used in this study as the basis for
research framework design. Research has revealed that there are two sets of factors in
organizations that contribute to job satisfaction (motivation factors) and job dissatisfaction
(Hygiene factors) (Ngo-Henha, 2017). The theory of Herzberg’s Two-Factor Motivation-
Hygiene introduced by Herzberg (1966) asserts that an employee starts to respond to his or
her turnover intention appeals when the factors; job satisfaction (pay and job stability),
leadership member exchange (relations with others and quality of supervision), emotional
intelligence (opportunity for personal growth and achievement) and organizational
commitment (recognition) that are contributing to one’s overall job performance start to be
negatively affected (Alshammari et al., 2016 & Yan et al., 2021). This is for example the case
when an employee starts to believe that their job is no more stimulating in terms of career
growth and advancement, if their job is no more interesting or if they do not receive enough
recognition it start affecting their level of job performance by showing little commitment to
their job. Therefore, retention strategies should seek to optimize motivation and hygiene
factors in order to inhibit employees’ turnover intentions which will have negative effect on
the organization performance.
METHODOLOGY
The sample for this study consisted of extension agents of the Agricultural Development
Projects (ADP) in the 4 zones of Ondo State, Nigeria. There are a total of 96 extension
officers in Ondo State. Therefore, the population for the study was 96 officers that covered the
4 zones. In this study, the method of Krejcie and Morgan (1970) was followed, at a reliability

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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

of 0.95, along with a margin of error of 0.5, to determine the sample size for research. The
sample size formula is as follows;

S= X2 NP (1-P)
d2 (N-1) + X2P (1-P)
Where,
S = sample size required
X2 = chi squared table value for 1 d.f (degree of freedom) at the confidence level as desired
(3.841)
N = population size
P = proportion of population (for attaining maximum sample size it was assumed 0.05)
d2 = the degree of accuracy expressed in proportion (0.05)
S = 1.962 (100) * (0.5) (0.5)
(0.05)2 (100) + 1.962 (0.5) (0.5)
= 3.84 * 100 * 0.25
0.0025 * 100 + 3.84 * 0.25
= 96
1.2
= 80
Based on the table of Krejcie and Morgan, a representative sample of 96 is 80. Thus,
descriptive, bivariate correlation and multiple regression were used to analyze the data to
determine the level of turnover intention factors and job performance, relationships between
turnover intention factors and job performance and the most important factor contributing to
job performance. The study used stratified sampling technique to meet the 80 respondents
from 4 zones of ADP in Ondo State, and this was carried out by using a well-structured 5-
point likert scale questionnaire that was reviewed and pre-tested for validity and reliability.
Moreover, in order to assess the responses of the extension officers, a 5-point likert scale,
ranging from strongly disagree to strongly agree was used to measure all the variables, apart
from their socio-economic characteristics. The 6-part questionnaire included: socio-economic
characteristics of respondents, job satisfaction (7 statement items), leadership member
exchange (7 statement items), emotional intelligence (8 statement items), organizational
commitment (8 statement items) and job performance (8 statement items). The researcher
employed IBM SPSS version 23 software for analyzing the data of this study. The
respondents were to indicate their perceptions based on the effect of turnover intention factors
on their job performance through responses to all declarative statement items, which were
rated on a 5-point likert scale and were scored with 5 points for Strongly Agree (SA), 4 points
for Agree (A), 3 points for Neutral (N), 2 point for Disagree (D), and 1 point for Strongly
Disagree, as used by Saeed et al. (2014), and which were modified to suit the research
purpose.
RESULTS AND DISCUSSION
Socio-Economic Characteristics
The findings from the study, according to Table 1, indicated that majority 73.7% of the
extension officers were between 31 and 50 years old, which revealed that the highest numbers
of the officers are in their middle age and still very active in service. Out of 80 respondents,
the study found that more than half were males, with 49, equivalent to 62.1%, with majority
(97.5%) married. More so, 46, equivalent to 57.5%, earned between N50,000 ($121) and

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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

N100,000 ($243) in a month, with 53.7% having their specializations in Agricultural

Extension. Also, 55.0% of the extension officers had between 6 and 20 years of experience on
the job with 25.0% having less than 5 years. Furthermore, majority of the respondents
(83.8%) were appointed on permanent basis and the descriptive analysis of educational level
of the respondents indicated that 44 (55.0%) had Bachelor Degree, 8 (10.0%) had Masters
Degree, and only 20 (25.0%), 7 (8.7%), and 1 (1.3%) had qualifications lower than Bachelor,
Postgraduate diploma and PhD respectively.
Table 1
Socio-Economic Characteristics of the Respondents

Variables Frequency (n=80) Percentage

Extension agents’ age
<30 5 6.3
31-40 30 37.5
41-50 29 36.2
>50 16 20.0
Gender
Male 49 61.2
Female 31 38.8
Marital status
Single 2 2.5
Married 78 97.5
Educational level
NCE 5 6.3
OND 15 18.7
B.Sc. 44 55.0
PGD 7 8.7
M.Sc. 8 10.0
PhD 1 1.3
Job experience
1-5 years 20 25.0
6-10 years 12 15.0
11-15 years 15 18.7
16-20 years 17 21.3
>21 years 16 20.0
Area of degree specialization
General Agriculture 21 26.3
Agricultural Extension 43 53.7
Agricultural Economics 3 3.8
Agronomy 11 13.7
Forestry 2 2.5
Monthly income
< 50,000 14 17.5
50,001-100,000 46 57.5
100,001-150,000 16 20.0
150,001-200,000 4 5.0
Nature of employment
Permanent 67 83.8
Temporary 13 16.2
Source: Computed from a field survey, 2021

Level of Job Performance

The descriptive statistics of the job performance of extension officers are presented in Table 2.
The mean scores and standard deviations of the level of agreement were determined based on
the range of (1-2.339) as low, (2.34-3.67) as moderate, and (3.68-5.00) as high as indications
of measurement for the levels on a 5-point likert scale of 5.00. From Table 2, the level of job
performance was low (M = 2.13; SD = 0.60).

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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

Table 2
Level of Job performance
Level Mean SD
Job performance 2.13 0.60
Source: Computed from a field survey, 2021
Levels of Job Satisfaction, Leadership Member Exchange, Emotional Intelligence and
Organizational Commitment
The descriptive statistics of the effects of turnover intention factors on extension officers’ job
performance are presented in Table 3. The mean scores and standard deviations of the level of
agreement were determined based on the range of (1-2.339) as low, (2.34-3.67) as moderate,
and (3.68-5.00) as high as indications of measurement for the levels on a 5-point likert scale
of 5.00. As indicated in Table 3, the mean scores ranged from 2.31 to 3.46, and the standard
deviation also ranged from 0.62 to 0.76. From Table 3, leadership member exchange
(M=2.34; SD=0.69) and job satisfaction (M=2.31; SD=0.76) showed low mean scores. Also,
emotional intelligence (M=3.46; SD=0.65) and organizational commitment (M=3.44;
SD=0.63) showed moderate mean scores; meanwhile lowest was job satisfaction (M=2.31;
SD=0.76) and emotional intelligence (M=3.46; SD=0.62) being the highest score.
Table 3
Levels of Job Satisfaction, Leadership Member Exchange, Emotional
Intelligence and Organizational Commitment
Levels Mean SD
Job satisfaction 2.31 0.76
Leadership member exchange 2.34 0.69
Emotional intelligence 3.46 0.65
Organizational commitment 3.44 0.63
Source: Computed from a field survey, 2021

Influence of Job Satisfaction, Leadership Member Exchange, Emotional Intelligence and

Organizational Commitment on Job Performance
The relationships between job satisfaction, leadership member exchange, emotional
intelligence and organizational commitment on job performance were determined using
Pearson correlation coefficients. Exploratory analysis was carried out to ensure non-violation
of normality and linearity assumption. Bivariate correlation analysis results showed that all
the turnover intention factors were significant and correlated. As shown in Table 4, the
relationship between emotional intelligence and job performance was the strongest and, at
same time, had a linear relationship (r=0.860; p<0.01). The results also showed significant
and positive correlation between organizational commitment (r=0.646; p<0.01), leadership
member exchange (r=0.619; p<0.01), job satisfaction (r=0.598; p<0.01) and job performance.
Based on the findings of the study, hypotheses H1, H2, H3 and H4 were supported, and reject
null hypothesis.
Table 4
Bivariate Correlation Coefficients Among Job Satisfaction, Leadership Member
Exchange, Emotional Intelligence and Organizational Commitment on Job
Performance
Variables JP JS LME EI OC
JP Job performance 1
JS Job satisfaction 0.598** 1
LME Leadership member exchange 0.619** 0.261* 1
EI Emotional intelligence 0.860** 0.272* 0.443** 1
OC Organizational commitment 0.646** 0.823** 0.482** .959** 1
**Significant at p < 0.01; *Significant at 0.05.
Source: Computed from a field survey, 2021

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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

Effect of Turnover Intention Factors On Job Performance Among Extension Officers

In order to identify the effect of the turnover intention factors on job performance, Table 5
presents the results of the regression analysis, based on the contribution of all independent
variables to job performance. Three (3) independent variables were supported and were
statistically significant; the results showed that emotional intelligence (β=0.734; p<0.01) was
the most important contributing factor that explained job performance compared to job
satisfaction (β=0.684; p<0.01) and leadership member exchange (β=0.285; p<0.01). H1, H2,
and H3 were supported, as they were positive and significantly contributed to job
performance, while H4 was not supported as it has not contribution to job performance as
shown by the result of the analysis. The summary statistics of the regression analysis show the
variables for which the coefficients are statistically significant with R2 of 0.731. Job
performances were attributed to the three turnover intention factors, with a combined
contribution of 73.1% to variance of job performance. Hence, the results indicated that
organizational commitment did not support hypothesis 4 since it has not significantly
contributed to job performance among extension officers in Ondo State, it therefore fail to
reject null hypothesis.

Table 5
Linear Multiple Regression of Job Satisfaction, Leadership Member Exchange, Emotional
Intelligence and Organizational Commitment on Job Performance
Unstandardized Coefficients Standardized Coefficients
Turnover Intention Factors B Std. Error Beta t Sig.

Constant .042 .103 4.615 .000

Job satisfaction .633 .054 .684 11.731 .000
Leadership member exchange .205 .073 .285 2.801 .006
Emotional intelligence .513 .073 .734 7.041 .000
Organizational commitment .056 .051 .062 1.095 .277
Significant; *p<.05, R=0.765, R2=0.731, Adj.R2=0.728, Std. Error of the estimate=0.16244

The results revealed that there were significant associations between turnover intention factors
(job satisfaction, leadership member exchange, emotional intelligence and organizational
commitment) and job performance. They indicated that combining the two groups of
motivation and hygiene factors as one set of turnover intention determinants. The remodeling
of two-factor theory should be used to determine employees’ turnover intention factors in
order to maximize their job performance (Yusoff et al., 2013; Amzat et al., 2017).
The earlier proposed hypotheses in the study was that job satisfaction, leadership member
exchange, emotional intelligence and organizational commitment will influence job
performance, and that they might act together to predict low levels of job performance. The
hypotheses were supported. The results for all 4 factors of turnover intention were consistent
with past research (Molla, 2020; Laosebikan et al., 2018; Xie et al., 2020; Parveen, 2019) in
which it was also found that employees job performance is influenced by job satisfaction,
leadership member exchange, emotional intelligence and organizational commitment.
The results of the regression analysis revealed in Table 5, indicated that the 3 variables
contributed significantly to job performance. The model indicated the significance of the 3
turnover intention factors with p<0.05. Emotional intelligence (β=0.734; p<0.05) had the
highest Beta value at 0.734. The R2 value of 0.731 implies that the 3 predictors explained
about 73.1% of the variation in extension officers’ job performance. This was confirmed by
Liberty & Kida (2017), in which emotional intelligence was the most effective turnover
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 International Journal of Advanced Economics, Volume 4, Issue 2, March 2022

intention factors to establish a good relationship with the performance of extension officers, as
it put more drive into any accomplishment including corporate performance than any
monetary reward or status.
Conclusion, Limitation and Policy Implication
The limitation of this study emanated from the usage of the sample meant to be representative
of the whole population. Even though there is a positive relationship between dependent and
independent variables, job performance variance of 73.1% explain three significant
independent variables. The used of just 80 respondents from Agricultural Development
Project of Ondo State also serves as a limitation in this study since it may not be a
representative sample of other extension officers from other States and geopolitical zones of
Nigeria. There is a need for more diverse samples for future research. The implication of the
findings from this study is focusing on the need to introduce Herzberg’s Two-Factor
Motivation-Hygiene theory to reduce turnover intention appeals from the extension officers so
as to give full concentration to their job for enhanced performance of extension service
delivery. Given the importance of the factors that cause’s turnover intention among extension
officers necessitated the capacity and potential development of the extension officers by many
extension service providers working with farmers in Nigeria, these factors should be
introduced and entrenched in the activities of the agricultural extension service agencies to
enhance sustainable delivery of extension services.

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