An integrated model of the impact of individual cultural values and the mediating effect of job satisfaction, organisational commitment and perceived support on turnover intention
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Date
2017
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University of the Western Cape
Abstract
Employee turnover presents a number of negative organisational outcomes, such as loss of
human capital, skills, organisational memory and investment on employee training and
development. Theory and empirical research have shown that the most immediate predecessor
of employee turnover behaviour is turnover intention, or intention to quit. It is envisaged in this
study that attracting and selecting employees who possess individual cultural value dimensions
that are aligned with those of the organisation could impact positively on employee intention
to stay in the organisation. The effect of job-related attitudes (i.e. employee job satisfaction and
organisational commitment) on turnover intention has been established in a number of
empirical studies. It is hypothesised in this study that Hofstede's cultural value dimensions of
collectivism, power distance, uncertainty avoidance, masculinity and long-term orientation at
individual level can help explain and predict job satisfaction and organisational commitment.
In turn, job satisfaction and organisational commitment will decrease employees' intention to
leave an organisation.
Description
Philosophiae Doctor - PhD