The relationship between organisational commitment and turnover intentions during a restructuring process in a hospitality environment

Abstract

Set against the tenuous relationship between government (public sector), organisations (private sector) and trade unions, employees’ commitment to the success of their respective organisations are of utmost importance. Heugens and Schenk (2004) maintains stakeholders may oppose restructuring efforts as invariably some constituencies will be likely to lose a strategic advantage as a result of drastic change such as a restructure. This reality has resulted in these stakeholders having to find a common ground to ensure economic competitiveness and longevity of South African organisations. Where this common ground has been elusive, organisations need to find the balance between profitability, environment and its people. According to the King III Report (2009, as cited in Du Plooy & Roodt, 2013) this is referred to as the triple bottom line that is profit, planet and people, which are integrally linked to employee turnover and organisational strategy. Organisational commitment is a key factor to success for organisations in order to obtain and maintain a competitive advantage. Coetzee and Botha (2012) posit that organisations in today’s competitive world require each employee to be committed to the organisation’s objectives and function as an effective team. A competitive advantage is needed to achieve high performance (Nienaber & Masibigiri, 2012). The working world has evolved from one where job security is no longer as prevalent as it used to be. Consequently and understandably, employees’ commitment to their organisations has diminished.