Malaysian Private Security Firms: Linking HRM Practices to Turnover Intention

Abstract

Turnover intention remains a persistent challenge within labour-intensive occupational sectors, with existing literature highlighting the influence of human resource management (HRM) practices as key determinants of employee retention. However, research focusing on the private security industry remains notably limited, despite its chronic turnover and high operational volatility. Addressing this empirical gap, the present study investigated whether four HRM practices Compensation and Benefits, Employee Relations, Performance Management, and Training and Development negatively relate to turnover intentions among private security personnel. Grounded in Social Exchange Theory, it was hypothesised that higher perceptions of HRM support would significantly reduce turnover intentions. A quantitative cross-sectional survey was administered using non-probability convenience sampling. The study targeted security guards and operations personnel across eight zones in a district within Malaysia, yielding a final sample of n=123 respondents, selected via Krejcie and Morgan’s sample determination table. Due to the non-normality of data, Spearman’s Rho was employed to test the hypothesised relationships. Results revealed that Compensation and Benefits exhibited the strongest and most significant negative association with turnover intentions, followed by Employee Relations and Performance Management. Training and Development was not statistically significant. These findings underscore the critical role of reward-based and relational HRM practices in reducing turnover intentions, offering practical insights for organisations and HR practitioners seeking to stabilise their workforce. The study contributes to theory by validating Social Exchange mechanisms in a sector-specific context and highlights the need for strategic compensation, communication, and HR support to strengthen employee retention.