Work satisfaction, organizational commitment and withdrawal behaviours

Abstract

Purpose The focus of this research paper is on the effects of work satisfaction and organizational commitment on withdrawal behaviours. In order to acquire a better understanding of this relationship, the moderating effects of work satisfaction and organizational commitment are examined. Design/methodology/approach A questionnaire study was undertaken with Dutch and Slovakian respondents. Findings Although the results do yield support for the claim that work satisfaction and organizational commitment have moderating effects on withdrawal behaviours, not all the hypotheses were confirmed, particularly in the case of sample two. Research limitations/implications Although a cross‐sectional design was used, light was shed on the complex relationship between work satisfaction, organizational commitment and withdrawal behaviours. Practical implications The results suggest that targeting one employee attitude in order to prevent withdrawal behaviours may not be enough. It is recommended to focus on a combined pattern of attitudes to obtain the desired goals. Originality/value Rather than concentrating on single relationships, this paper examines the effects of two employee attitudes on withdrawal behaviours, taking into account moderator effects.

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