Investigating the effects of role identification and team cohesion on staff turnover: the moderating role of organisational support and employee wellbeing
| dc.contributor.author | van Rooyen, Charlene | |
| dc.date.accessioned | 2025-10-27T13:14:19Z | |
| dc.date.available | 2025-10-27T13:14:19Z | |
| dc.date.issued | 2024 | |
| dc.description.abstract | Literature about the effects of COVID 19 and remote work has brought to light some of the aspects influencing how employees view themselves and how they fit into their organisations. One such phenomenon faced by organisations are the great resignation. Employees are taking charge of their career and in doing so seek organisations that can provide to their psychological, economical, and physical needs. The purpose of the proposed study is to examine the influence of role identification and team cohesion with the moderating effects of organisational support and employee wellbeing on staff turnover. The study made use of a quantitative research approach and empirically examined the hypothesis through data analysis. Data was gathered by means of a questionnaire measuring staff turnover intention, role identity, team cohesion, organisational support and employee wellbeing. The study sample consist of 203 employees from a Financial Services Organisation. This organisation focusses on long- and short-term insurance solutions to various customer segments. Once the data was collected, the hypothesis was tested through Structural Equitation Modelling. The results of the research attempted to determine whether a statistically significant relationship exist between role identification and team cohesion with organisational support as moderator on the relationship between employee wellbeing on staff turnover. However, onlypartial support was found for the proposed hypothesis. The relationship between role identity and staff turnover was statistically significant, but in the opposite direction in that it was found to be positive instead of negative. A positive relationship between team cohesion and staff turnover was observed which is in contradiction with a priori theorising. The relationship between perceived organisational support and employee wellbeing is in alignment with the literature and therefore the null hypothesis was rejected to support the alternative hypothesis. POS and staff turnover intention was found to be statistically significant in that the higher the level perceived organismal support the less the individual will be inclined to resign. In terms of the moderating effect of POS between role identity and staff turnover intentions was detected to be non-significant. Lastly, the effect of employee wellbeing on the relationship between team cohesion and staff turnover was also found to be non-significant | |
| dc.identifier.uri | https://hdl.handle.net/10566/21181 | |
| dc.language.iso | en | |
| dc.publisher | University of the Western Cape | |
| dc.subject | COVID 19 | |
| dc.subject | Role identification | |
| dc.subject | Team Cohesion | |
| dc.subject | Organisational Support | |
| dc.subject | Employee wellbeing | |
| dc.title | Investigating the effects of role identification and team cohesion on staff turnover: the moderating role of organisational support and employee wellbeing | |
| dc.type | Thesis |