Abstract

The relationship between job stress and turnover intentions has long been a critical issue for organizations, particularly in highly competitive industries like telecommunications. This study examines the effect of job stress on turnover intentions among employees at MTN Cameroon, one of the largest telecommunication companies in the country. The research seeks to understand how job-related stress influences employees’ decisions to leave the organization, identifying the main stressors within the company and how they contribute to higher turnover rates.

A mixed-method research design was employed, incorporating both quantitative and qualitative data collection methods. The quantitative aspect involved a survey distributed to a representative sample of MTN Cameroon employees, focusing on their perceived levels of stress, the sources of stress, and their intention to leave the company. The qualitative component comprised in-depth interviews with selected employees and human resource managers to gain deeper insights into the organizational environment, management practices, and employee retention strategies.

The findings indicate that job stress significantly affects turnover intentions at MTN Cameroon. Key sources of stress identified by employees include excessive workload, tight deadlines, pressure to meet performance targets, and inadequate work-life balance. Additionally, employees report stress arising from insufficient communication between management and staff, lack of career development opportunities, and role ambiguity. These factors lead to higher job dissatisfaction, burnout, and ultimately, the desire to leave the organization.

Further analysis shows that departments with higher customer-facing roles, such as customer service and sales, experience more stress due to the constant pressure to meet customer demands and sales targets. These departments also exhibit higher turnover intentions compared to other sections of the company. Employees in these areas report feeling undervalued and overworked, contributing to their consideration of leaving the company.

On the other hand, some employees report that MTN Cameroon’s stress-management policies, such as employee wellness programs and flexible work schedules, have helped to mitigate job stress. However, these initiatives are not uniformly applied across the organization, leaving some employees feeling unsupported. The study also finds that while competitive salaries and benefits play a role in retaining employees, they do not fully compensate for the negative effects of prolonged job stress.

In conclusion, this study highlights the critical impact of job stress on employee turnover intentions at MTN Cameroon. To address this issue, the company must enhance its stress management initiatives, ensure better communication and support from management, and provide clearer career growth pathways. By reducing job stress, MTN Cameroon can improve employee retention, lower turnover rates, and foster a more satisfied and productive workforce.

Keywords: Job stress, turnover intentions, MTN Cameroon, employee retention, workload, burnout, stress management, telecommunications industry.