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The influence of job satisfaction and organisational commitment on turnover intention
Author(s)
Masindi, Thiathu
Date Issued
2015
Type
Thesis
Publisher
Cape Peninsula University of Technology
Abstract
The study identified elements of job satisfaction and organisational commitment and examines their influence on employees’ turnover intentions: to understand elements influencing turnover and the extent to which they correlate with job satisfaction and organisational commitment. This examination was done quantitatively using an online survey method to administer 247 likert scale questionnaires to randomly selected respondents. An impressive 107 responses representing 42.97% were received and analysed.
The findings showed that positive relationship exists between job satisfaction and organisational commitment as well as the negative influence they have on turnover intention. The positive relationship suggests that increased level of job satisfaction (employee and supervisor relationship) and organisational commitment (affective commitment) leads to the reduction in turnover intention and vice versa.
The study concludes that job satisfaction and organisational commitment indeed have an influence on employee turnover intention. While all elements have potential influence, the influence between (supervisor and affective commitment) is found to be stronger than other elements. It is understood that the two elements (supervisor and affective commitment) have higher propensity to influence employee turnover intention as found.
The findings showed that positive relationship exists between job satisfaction and organisational commitment as well as the negative influence they have on turnover intention. The positive relationship suggests that increased level of job satisfaction (employee and supervisor relationship) and organisational commitment (affective commitment) leads to the reduction in turnover intention and vice versa.
The study concludes that job satisfaction and organisational commitment indeed have an influence on employee turnover intention. While all elements have potential influence, the influence between (supervisor and affective commitment) is found to be stronger than other elements. It is understood that the two elements (supervisor and affective commitment) have higher propensity to influence employee turnover intention as found.
Additional information
Dissertation submitted in partial fulfilment of the requirements for the degree Master of Technology: Business Administration in the Faculty of Business and Management Sciences at the Cape Peninsula University of Technology
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201018225_masindi_te_mtech_bus_admin_bus_2015.pdf
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