Article2019

Organisational culture and turnover intentions among academics: a case of a rural-based university

D. A. Mashile · Wiza Munyeka · Wiseman Ndlovu

37 citations0/0 files storedStudies in Higher Education

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Job Satisfaction and Organizational Behavior Employee Performance and Management Organizational Management and Innovation

Abstract

The study investigated the existing organisational culture and how it affects staff turnover at a selected rural-based university. A quantitative method, using cross-sectional and survey design, was employed. Data were collected using a self-administered questionnaire from 60 respondents in the two selected faculties (Faculty of Education and Faculty of Management Sciences). Data were analysed descriptively using mean scores and Pearson’s correlation analysis. The findings revealed that support culture was the most dominant and power culture, the least dominant. The study further revealed that there was a direct and positive relationship between power culture and turnover intention. Thus, the results indicated that if superiors exercise or use more power over employees, they are likely to leave the organisation. It is, therefore, recommended that those management in rural-based universities should maintain support culture and refrain from power culture to maintain a preferred or normal level of staff turnover.

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2018Research Design: Qualitative, Quantitative, and Mixed Methods Approaches 2000Business in Context: An Introduction to Business and its Environment 2005The relationship between organizational culture and withdrawal intentions and behavior 2011Factors affecting intention to quit among IT professionals in Turkey 1992Diagnosing organizational culture 2002What Does Your Workspace Say about You?2009Organisational determinants of employee turnover for multinational companies in Asia 2013Top Management Turnover Following Mergers and Acquisitions: Solid Research to Date but Still Much to Be Learned

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