Articlebronze2010

The Relationship between Organizational Commitment and Intention to Quit: The Malaysian Companies Perspectives

45 citations0/0 files storedJournal of Applied Sciences

No readable copy stored yet — this record is metadata only.

No open-access location is known for this record yet.

Literature note Cite in a project Citation map

Job Satisfaction and Organizational Behavior Employee Performance and Management Healthcare Education and Workforce Issues

Abstract

The Relationship between Organizational Commitment and Intention to Quit: The Malaysian Companies Perspectives (Edward Wong Sek Khin) This study examined the relationship between organizational commitment and employees’ intention to leave the organization in the Malaysian context and the moderating effects of participation in decision making and work effort on this relationship. It has two objectives, firstly was to determine the relationship between organizational commitment and intention to leave among working adults in Malaysia. The second objective was to investigate the moderating effect of participation in decision making and work effort on intention to leave of these same adults. It was a descriptive study based on 300 survey conducted among working adults in Malaysia. A total of 189 responses were received, representing a response rate of 63%. Of this, only 181 cases with no missing values for all the variables were used for data analysis as the others were incomplete. The correlation analysis resulted from this study confirmed previous researchers’ observations that higher organizational commitment was linked with lower intention to leave the organization. The results suggested that among the three components of organizational commitment, the employee’s affective commitment to the organization was the most important predictor of intention to leave. Employees were less likely to leave when they were emotionally attached to and identify with their organization. Cultivating an organization culture of shared values and involving employees in the goal setting process would further enhance employees’ acceptance of and alignment with organizational goals that would promote greater organizational commitment and eventually reduce employees’ intention to leave the organization.

Paper brief

Loading…

Cite this work

Citation unavailable for this work.

BibTeX RIS CSL-JSON

No public copy is stored for this record, so only the metadata is cited.

Citations in this library

Citation map →

Stored only when both papers are in the corpus — 45 citations exist upstream.

References

1991Firm Resources and Sustained Competitive Advantage 1990The measurement and antecedents of affective, continuance and normative commitment to the organization 1991A three-component conceptualization of organizational commitment 1995THE IMPACT OF HUMAN RESOURCE MANAGEMENT PRACTICES ON TURNOVER, PRODUCTIVITY, AND CORPORATE FINANCIAL PERFORMANCE.1993JOB SATISFACTION, ORGANIZATIONAL COMMITMENT, TURNOVER INTENTION, AND TURNOVER: PATH ANALYSES BASED ON META‐ANALYTIC FINDINGS 1992Theoretical Perspectives for Strategic Human Resource Management 1996A new look at psychological climate and its relationship to job involvement, effort, and performance.1983Employee Turnover: Causes, Consequences, and Control.

Cited by

2015Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand 2019Employees’ perceptions of human resource management practices and employee outcomes 2016EFFECTS OF LEADER-MEMBER EXCHANGE, INTERPERSONAL RELATIONSHIP, INDIVIDUAL FEELING OF ENERGY AND CREATIVE WORK INVOLVEMENT TOWARDS TURNOVER INTENTION: A PATH ANALYSIS USING STRUCTURAL EQUATION MODELING

Explore the map →

Papers that cite the same references — the relational fallback while embeddings are still backfilling.

Imported from OpenAlex (CC0) — nothing here is generated.