Do Organisational Culture and Climate Really Matter for Employee Turnover in Child Welfare Agencies?

Abstract

The purpose of this article is to investigate the effects of organisational culture and climate on employee turnover at public child welfare agencies. The data are drawn from public child welfare agencies in New York State. The empirical analysis indicates (i) that low-turnover agencies have more positive or constructive organisational culture and climate than high-turnover agencies; (ii) that, in particular, emphasis on rewards among organisational culture subscales and reduction in workload among organisational climate subscales show significant differences between two groups of agencies; and (iii) that only emphasis on rewards among organisational culture subscales has a significant and negative effect, or reduction, on employee turnover rates.

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