THE ROLE OF ORGANISATIONAL CULTURE IN EMPLOYEE TURNOVERINTENTION: A SURVEY OF EMPLOYEES OF PUBLIC AND PRIVATEORGANISATIONS IN JOS.
Main Article Content
Abstract
Against the contention that employee turnover intention represents the most consistent
predictor of turnover, which has serious direct and indirect costs with negative impact
on the bottom-line, this study examined the problem in both public and private sector
settings in a survey of 150 employees. Structured questionnaires guided by the
organisational culture assessment instrument of Cameron & Quinn and the 3-item
inventory turnover invention scale of Cammani, Jenkins and Klesh, were completed by
119 employees, and analysed using Pearson Correlation Coefficient, Analysis of
Variance and Kruskal –Wallis test, in testing hypotheses on the relationship between
turnover intention and the specified organisational culture characteristics, as well as
the difference in turnover intentions between public and private sector employees. The
results indicate a significant relationship between the variables of organisational
leadership, management of employees and criteria of success, which varies significantly
between employees in the public and private sectors, while the relationship with
dominant characteristics, strategic emphasis and organisational glue were found not to
be significant. Based on these, recommendations were made to managements of
organisations to emphasise practices via leadership and management styles with
cognizance of what employees consider their success outcomes that trigger job
satisfaction with the attendant commitment, hence less disposition to leave.
Article Details
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