Perceived organisational support, organisational commitment and turnover intentions amongst employees in a selected company in the aviation industry

Abstract

A large body of research on staff turnover report that intention to leave the organisation is one of the key predictor’s to staff turnover (Chen & Francesco, 2003; Steel & Lounsbury, 2009). Researchers agree that when organisational commitment is high amongst staff the result is low turnover (Abdulkadir & Orkan, 2009; Culpepper, 2011; Muse & Stamper, 2007; Rhoades & Eisenberger, 2002). A strong correlation between voluntary turnover and the three organisational commitment dimensions (namely, affective, continuance and normative) was also found (Tansky & Cohen, 2001; Ucar & Otten, 2010). Organisational commitment has been identified as an important employee job related behaviour and perceived organisational support plays a vital role in enhancing employees’ organisational commitment. As employees’ commitment increases, employees feel more obligated and committed towards their organisation and products of this increased commitment are favourable benefits such as organisational effectiveness, reduced turnover, improved performance and reduced absenteeism (Yang, Wu, Chang, & Chien, 2011). The purpose of this study was to identify the relationship between perceived organisational support, organisational commitment and turnover intentions. Convenience sampling was used to identify the sample and questionnaires were used to collect the data. The questionnaires used to gain information include a biographical questionnaire; Eisenberger et al.’s Survey of Perceived Organisational Support, Meyer and Allen’s Organisational Commitment Questionnaire and Roodt’s Turnover Intentions Questionnaire. These questionnaires were administered to individuals employed as load control agents and support staff at a selected company in the aviation industry.