Retention and productivity levels of a workforce are one of the essential ingredients for organisations to prosper in today's competitive business environment. Turnover intentions of the workforce are an important consideration for managers of organisations, employees, families, and communities alike. This study investigated a comprehensive model of turnover intentions that included two proximal variables, (job satisfaction, and organisational commitment), the distal variables of organisational justice, work strain, work overload, and work-to-family conflict and family-to-work conflict with the turnover intentions. A questionnaire was completed by 114 participants of the Allied Health workforce at the Waikato District Health Board, from allied health occupational groups, psychologists, physiotherapists, social workers, dieticians, and speech language therapists. Job satisfaction, affective commitment, distributive, interactional, and procedural justice, strain and family-to-work conflict were correlated with turnover intentions. Results of the mediated regression analyses found that job satisfaction and affective commitment are significant mediators between distributive, interactional, and procedural justice, work strain, and family work conflict with turnover intentions. The major implications from this research are that managers of organisation need to foster job satisfaction and affective commitment within their organisation to reduce turnover intentions. In the final chapter, the conclusions are discussed in terms of its practical implications to organisations, employees and the need for future research.

<p>En anställds erfarenheter av arbetet påverkar commitment; bra erfarenheter höjer commitment och dåliga erfarenheter sänker den. Det finns olika former av commitment, affektiv och continuance. Affektiv commitment avser en känslomässig bindning till företaget, medan continuance commitment avser kostnaden  som uppkommer vid byte av arbetsplats.  Människor som känner starkt för sitt arbete uppvisar också mindre organisatorisk cynism. Organisatorisk cynism är en negativ  attityd mot det anställande företaget. Syftet med arbetet är att belysa förhållandet mellan organisatorisk cynism och affektiv respektive continuance commitment och besvara huruvida anställningstid påverkar dessa. Enkätresultat visade signifikant negativ korrelation mellan organisatorisk cynism och affektiv commitment, men ingen korrelation med continuance commitment eller anställningstid. Enligt denna undersökning är det viktigt att skilja mellan affektiv commitment, som har ett samband med organisatorisk cynism, och continuance commitment, som inte har det.</p>

En anställds erfarenheter av arbetet påverkar commitment; bra erfarenheter höjer commitment och dåliga erfarenheter sänker den. Det finns olika former av commitment, affektiv och continuance. Affektiv commitment avser en känslomässig bindning till företaget, medan continuance commitment avser kostnaden  som uppkommer vid byte av arbetsplats.  Människor som känner starkt för sitt arbete uppvisar också mindre organisatorisk cynism. Organisatorisk cynism är en negativ  attityd mot det anställande företaget. Syftet med arbetet är att belysa förhållandet mellan organisatorisk cynism och affektiv respektive continuance commitment och besvara huruvida anställningstid påverkar dessa. Enkätresultat visade signifikant negativ korrelation mellan organisatorisk cynism och affektiv commitment, men ingen korrelation med continuance commitment eller anställningstid. Enligt denna undersökning är det viktigt att skilja mellan affektiv commitment, som har ett samband med organisatorisk cynism, och continuance commitment, som inte har det.

Background: A successful organization is the one that recognizes the importance of its human element and take into account their commitment to ensure the attainment of its objectives. However, the focus into the study of commitment among workers is often directed towards for-profit organizations with NGOs receiving less attention. This HRM related issue accord several scholars, is said to be an important factor to be considered in order to ensure a successful organization be it for-profit or NGO. The issue of commitment among workers however tend to take several direction as the result of the multidimensional nature of organizations, hence the varying configurations of commitment mindset (Affective, Normative and Continuance) and the presence of various targets of commitment (e.g. organization, customers etc.) among workers. Aim: The aim of this thesis is to examine the commitment among workers in NGOs, by investigating the various targets of commitment among different categories of workers of NGOs in Sweden. The paper will further investigates whether the targets of commitment among the different categories of workers in NGOs differs and what influences these differences. Through the empirical cases, this thesis will provide appropriate guidance to ensure commitment among categories workers in NGOs and also contribute to previous research with regards to commitment among categories workers in NGOs. Methodology: The qualitative research approach was used in the conducting of this study. A dual case study was undertaken 12 semi-structured interviews with six from each case organization. Participants were drawn from the two main categories of workers in NGOs thus from volunteers and paid workers. Results: The conducted research study reveals there are differences in relations to the targets of commitment among the different categories of workers as well as thedisplay of the different types of commitment towards these targets. The guideline identified by this paper to ensure commitment among workers in NGOs should be a considerable amount of attention to workers development and recognition from the organization.

Masters of Commerce / Organizations are operating within a difficult economic environment and in the face of fierce world competition (George & Jones, 1992 cited in Ndlovu & Brijball Parumasur, 2005). To remain competitive globally and for economic reasons, Theron and Dodd (2011) postulate that organizations sporadically have to retrench workers. In order to reduce expenses as well as costs and losses to the organization, they have to restructure and reduce their headcount and the typical form of engaging in the restructuring is by means of downsizing. Makawatsakul and Kleiner (2003) posit that employee morale and loyalty tend to be the first unintended casualties of a downsizing strategy. The repercussions of downsizing is that it jeopardizes employees’ commitment and morale to a large extent (Muthuvuloo 8Rose, 2005) and survivors thus experience lower job and organizational satisfaction (Baruch & Hind, 2000) as this creates insecurity, anxiety and uncertainty. Survivors are also often forced to make a sideway or downward move in their job, may experience a drop in pay and status, become stressed by the amount of work left by departing colleagues that they would now need to undertake and worry about the security of their new position in the organization (Chipunza & Berry 2010). In light of the above, the aim of the study was to investigate the organizational commitment of those employees who survived and remained with the retail organization following a downsizing process. For the purpose of this study a quantitative, non probability convenience sampling design was utilized. The sample (N=150) comprised of both males and females from different ethnic groups. A self developed biographical questionnaire and the Organizational Commitment Questionnaire (OCQ) were used to gather data. Statistical analyses involved both descriptive and inferential statistics (the Pearson Product-Moment Correlation Coefficient, Multiple Regression Analysis and Analysis of Variance). The results of the study indicate that employees display below average levels of commitment to the organization. More specifically, a direct, positive relationship was found between normative and affective commitment. Furthermore, a statistically significant relationship was found between affective and continuance commitment. Statistically significant relationships were found between the biographical characteristics namely, tenure, gender and age, and organizational commitment. Limitations of the current study are put forth and recommendations are made with respect to future research and for the organization.

The retention of highly motivated, skilled and committed employees is a major concern by organisations to achieve a competitive advantage. The turnover intentions of human capital are of interest to managers, employees, and organisations today. This study explores a theoretical model of turnover intentions that included three proximal variables, job satisfaction, affective and continuance commitment, the distal variables of subordinate communication, horizontal communication, personal feedback, media quality, communication climate, supervisor communication, job-related communication, and management communication, with turnover intentions. A questionnaire was completed by 101 participants of a rental firm in New Zealand. Job satisfaction, affective commitment, continuance commitment, subordinate communication, horizontal communication, personal feedback, media quality, communication climate, supervisor communication, job-related communication, and management communication correlated with turnover intentions. The results of the mediated regression analysis indicated that job satisfaction, affective commitment, and continuance commitment are significant mediators between the eight distal (organisational communication) variables, with turnover intentions. This study highlights the necessity for managers to develop good quality relationships with their employees to improve the quality of their communication, to foster job satisfaction, affective commitment, and continuance commitment to reduce turnover intentions. The conclusion of this study discusses the practical implications for managers, and organisations and the direction for future research.

Organizations today are facing difficulties with gaining committed employees. As organizational success isdependent on employee commitment, researchers have in recent years implied that there is a relationship betweenorganizational culture and organizational commitment. Organizational culture is described as the shared values,norms, assumptions and beliefs of a group. Moreover, research has shown that commitment consists out of threecomponents, of which continuance commitment is described as employees need rather than willingness to staywith its employing organization. Although there are research concerning the two concepts in a profit-drivenorganizational context, there seem to be less research concerning non-profit organizations, such as universities.The purpose of this thesis is therefore to examine if there is a relationship between organizational culture and thecomponent continuance commitment in universities. This was done through a quantitative research approach, witha positivistic research philosophy. To collect empirical data, a self-completion questionnaire was designed anddistributed. The choice was made to limit the empirical context to three universities within the Swedish countrySkåne. These universities are Malmö University, Kristianstad University and Lund University. Further, the contextwas limited to employees at the faculties of business administration and economics.The results of this thesis indicate that no relationship between organizational culture and continuance commitmentexists among employees at the faculties of business administration and economics at the three universities.Nevertheless, the results indicate that half of the respondents recognized a lack of organizational culture, butbelieved in need for it to create employee commitment.

Employees who want to leave their companies may exhibit low morale and commitment to organizations, which may affect the way employees interact with customers. The purpose of this correlational study was to examine the relationship between employees' affective, continuance, and normative commitment to their organizations and their turnover intentions. The target population consisted of individuals with 2 or more years of call center experience who resided in the United States. Meyer, Allen, and Smith's 3-component model of commitment provided the study's theoretical framework. A purposive sampling of participants, which included a targeted audience and individuals who accessed the survey from Facebook and LinkedIn, returned 81 usable surveys. Data were analyzed using multiple linear regression analysis. The overall regression model showed a statistically significant relationship between the 3 forms of commitment and turnover intentions, although normative commitment had the strongest relationship with turnover intentions. Study results provide additional evidence showing that employees' affective, continuance, and normative commitment to their organizations relate to their turnover intentions. These results may contribute to positive social change by helping leaders to better understand the relationship between employees' organizational affective, continuance, and normative commitment and turnover intentions. With this knowledge, leaders may be able to decrease turnover and turnover-related costs and increase firm performance. The money saved from turnover costs can be used to develop employees, invest in the company culture, or contribute to community-related programs.

The objectives of the study were: (1) to determine the relationship between organisational commitment (measured by the Organisational Commitment Scale), retention factors (measured the Retention Factor Scale) and job embeddedness (measured by the Job Embeddedness Questionnaire), and (2) to determine whether employees from different gender, age, race, marital status, tenure and job level groups differ significantly in their levels of organisational commitment, retention factors and perceived job embeddedness. A quantitative survey was conducted on a purposive sample (N = 206) of medical and IT service staff in the South African client service sector. Correlational and inferential statistical analyses revealed significant relationships between organisational commitment, retention factors and perceived job embeddedness. Significant differences between gender, age, race, marital status, tenure and job level groups were also found. The findings contribute valuable insight and knowledge to the field of Career Psychology that can be applied in the retention of employees in the medical and IT industry. The study concludes with recommendations for future research and practice. / Industrial and Organisational Psychology / (M.Comm. (Industrial and Organisational Psychology))

<p>Organisations are by nature, dynamic entities that continuously undergo transformation in response to both internal and external pressures, which are imposed on them (Robbins, Odendaal &amp / Roodt, 2003). Government departments are by no means immune to these changes, which pose challenges that affect their service delivery. During periods of fundamental transformation, individuals typically experience changes in their levels of organisational commitment, which impacts on effective and efficient service delivery. Organisational commitment as an area of research is one of the factors that could lead to greater morale, strong organisational climate, motivation and productivity in many organisations facing transformation (Salami, 2008). The aim of this study was to investigate the level of organisational commitment after a transformation process at a Provincial Government Department. Recent organisational transformations (both in the private and public sector) have included the redrawing of divisional boundaries, flattening of hierarchic levels, spreading of spans of control, revising compensation, streamlining processes and reforming governance (Ndlovu &amp / Brijball Parusumar, 2005). The results of the research indicate that employees are moderately committed to the organisation. Statistically significant relationships were found between the dimensions of organisational commitment, except for affective commitment and total commitment which were not significant.&nbsp / Furthermore, results indicate that statistically significant differences exist based on the biographical characteristics (namely, gender, race, tenure, marital status, age and job level) but these characteristics do not significantly explain the variance in organisational commitment for this organisation. A limitation of the research is that the sampling composition and research design preclude the results of this study being generalised to other organisations and it is recommended that a stratified random sampling design be utilised for future research.</p>