Consent for the research study was obtained from the divisional executive of the financial services division being researched and all ethical factors were clarified. All potential participants were engaged in a divisional communication session where participation was advised to be voluntary and anonymity and confidentiality was assured. The results of the study revealed that there was no statically significant relationship between intention to quit and organisational commitment but a statically significant relationship between organisational commitment and age, tenure, marital status and staff with dependants respectively were revealed. Further to that, a statistically significant relationship between intention to quit and age, tenure, marital status was also revealed. Therefore, based on the understanding gained, and the relationship it had with respect to the biographical factors used in the study, it presents organisations with the insight and opportunity to better retain staff. Clear understandings of the limitations of the findings presented are also discussed and additional recommendations for future research are also provided.

Le but de ce mémoire est de comprendre l’influence de la satisfaction intrinsèque et de la satisfaction extrinsèque sur l’intention de quitter des travailleurs. Afin d’étudier ce sujet, nous avons formulé trois hypothèses basées sur la théorie des attentes et la théorie des deux facteurs d’Herzberg. La première hypothèse stipule que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs. La seconde hypothèse est formulée à l’effet que la satisfaction extrinsèque fait diminuer l’intention de quitter des travailleurs. La dernière hypothèse stipule que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter des travailleurs que la satisfaction extrinsèque. Les données utilisées afin de tester nos hypothèses de recherche ont été collectées dans le cadre d’une étude plus vaste portant sur « les liens entre la rémunération, la formation et le développement des compétences et l’attraction et la rétention d’employés clés ». L’entreprise au sein de laquelle les données ont été collectées est dans le domaine des technologies de l’information et des communications (TIC) à Montréal. Les employés interrogés sont les nouveaux employés embauchés par l’entreprise. Les résultats de notre mémoire confirment deux de nos hypothèses. Ainsi, nos résultats ont démontré que la satisfaction intrinsèque fait diminuer l’intention de quitter des travailleurs d’ici six mois, un an et deux ans. De plus, nos résultats ont démontré que la satisfaction intrinsèque a une influence plus importante sur l’intention de quitter que la satisfaction extrinsèque. Par contre, une de nos hypothèses est partiellement confirmée. En effet, nos résultats ont démontré que la satisfaction extrinsèque fait seulement diminuer l’intention de quitter d’ici un an et deux ans et n’a aucune influence significative sur l’intention de quitter d’ici six mois. Le soutien organisationnel perçu est une variable qui a également une forte influence sur l’intention de quitter des travailleurs. Pour terminer, la conclusion de ce mémoire présente en quoi nos résultats peuvent être utiles aux gestionnaires des ressources humaines et des relations industrielles. / The purpose of this study is to analyze the impact of intrinsic and extrinsic satisfaction on workers’ intention to quit. In order to investigate this subject, we have formulated three hypotheses based on the theory of expectations and two-factor theory. The first hypothesis states that intrinsic satisfaction decreases worker’s intention to quit. The second hypothesis stipulates that extrinsic satisfaction decreases worker’s intention to quit. The last hypothesis states that intrinsic satisfaction has a stronger influence on worker’s intention to quit than extrinsic satisfaction. In order to test our hypotheses, we used data collected in a larger study on “ the links between compensation, training and skills development attracting and retaining key employees “. The data were collected in an organization in information technology and telecommunications sector located in Montreal. Newly hired employees were invited to answer the survey. The results of our study confirm two hypotheses. Indeed, our results indicate that intrinsic satisfaction decreases worker’s intention to quit within six months, one year and two years. Moreover, our results show that intrinsic satisfaction has more influence on intention to quit than extrinsic satisfaction. However, our results indicate that extrinsic satisfaction decreases only intention to quit within one year and two years and has no significant influence on intention to quit within six months. Perceived organizational support also has an important influence on worker’s intention to quit. Finally, the conclusion of this study presents how our results can be interesting for human resources and industrial relations managers.

The purpose of this study was to test a multi-level mediation model of incivility. Specifically, it was proposed that predictors of workplace incivility at the individual, group, and organizational level would be related to each other and negative individual outcomes. It was also proposed that the relationship between these predictors and outcomes would be mediated by workplace incivility victimization. Two hundred twenty eight participants completed an online survey through Amazon’s Mechanical Turk. Results indicated that variables at all three levels (i.e., civility climate, group norms for civility, and individual characteristics) were related to one another and predictive of negative individual outcomes. Results also indicated preliminary support for the mediating role of workplace incivility experiences in these relationships and the overall model. Workplace incivility significantly moderated all of the relationships between predictor and criterion variables. Implications and limitations of these findings are discussed, and several directions for future research on workplace incivility are explored.

A renewed interest in work has developed world-wide during the last decade. One of the reasons for this is that organizations are responding to the changing economic, social, technological and environmental demands in ways that are fundamentally transforming the nature of organizations and the meaning of work for employees. Work has changed tremendously, not only in nature but also its importance. The current demands placed on organizations and employees include, among others, global competition, cost-cutting, downsizing and restructuring and information processing on a large scale. It is intuitive to think that these changes and demands will affect employees in some way or the other. For many employees changes brought different job descriptions, more roles to fulfil and more complicated tasks to complete with more uncertainty and less clear-cut instructions. The work commitment construct has been part of a lively debate since Morrow's (1983) call for a moratorium on the development of further work commitment measures due to the existence of concept redundancy within and among the work commitment facets. It has been proposed that the work commitment construct consists of four main facets i.e. job involvement, organizational commitment, career commitment and work values. It has been unclear up to now on how these facets are interrelated. The relationships between the work commitment facets, role strain and intention to quit have also not been studied together in a single study before. The current study investigated the underlying dimensions of the work commitment construct, the underlying dimensions of each proposed facet, as well as determined the relationships among the work commitment facets, role strain and intention to quit, based on a large diverse South African sample. This was done by using Exploratory and Confirmatory Factor Analyses, the calculation of intercorrelations and Structural Equation Modeling. Each instrument was standardized for South African conditions. The results indicated that although the instruments were portable to South Africa, unique results and factors were obtained. Promising results were obtained with regard to the causal relationships among the variables. / Thesis (DPhil)--University of Pretoria, 1997. / gm2014 / Psychology / Unrestricted

Magister Administrationis - MAdmin / The call centre industry has been one of the fastest growing industries in South Africa. Call centres have for most companies become a basic business requirement for servicing customers. Zapf, Isic, Bechtoldt and Blau (2003: 311) argue that there are high levels of stress amongst employees in call centres, which they believe to be the result of both the work tasks and the interactions with customers. The aim of this study was to establish whether call centre work design and structure contributed to role stress amongst client service representatives (CSRs). It was also the aim of this study to establish whether role stress affected the CSRs' levels of job satisfaction and their intentions to quit from their jobs. / South Africa

Magister Commercii - MCom / Consent for the research study was obtained from the divisional executive of the financial services division being researched and all ethical factors were clarified. All potential participants were engaged in a divisional communication session where participation was advised to be voluntary and anonymity and confidentiality was assured. The results of the study revealed that there was no statically significant relationship between intention to quit and organisational commitment but a statically significant relationship between organisational commitment and age, tenure, marital status and staff with dependants respectively were revealed. Further to that, a statistically significant relationship between intention to quit and age, tenure, marital status was also revealed. Therefore, based on the understanding gained, and the relationship it had with respect to the biographical factors used in the study, it presents organisations with the insight and opportunity to better retain staff. Clear understandings of the limitations of the findings presented are also discussed and additional recommendations for future research are also provided. / South Africa

Les nombreux modèles de turnover que l’on peut trouver dans la littérature en gestion des ressources humaines illustrent l’importance pour les équipes des ressources humaines de prendre en considération ce sujet. L’objectif de cette recherche est d’étudier les facteurs organisationnels et individuels qui influencent l’intention de départ des managers français issus du secteur privé. Il s’agit ainsi d’analyser les effets de variables organisationnelles comme le soutien organisationnel perçu, la satisfaction de carrière, le conflit famille travail, le plafonnement subjectif ainsi que ceux de deux variables de personnalité, le locus de contrôle et les ancres de carrière, sur les intentions de départ.Pour répondre à ces questions de recherche, une enquête par questionnaire a été réalisée en septembre 2015 auprès de managers français issus de différentes entreprises. L’échantillon est composé de 305 répondants.Les résultats montrent le rôle prépondérant du soutien organisationnel perçu dont les effets sur l’intention de départ sont modérés par le locus de contrôle. Ainsi, il s’avère que les managers les plus internes, s’ils se sentent soutenus par leur employeur, sont plus volontiers satisfaits de leur carrière et éprouvent moins que les plus externes de conflits de rôle entre leur vie familiale et leur vie professionnelle ou encore de plafonnement hiérarchique. En revanche, nos résultats ont montré que, s’ils éprouvent, a contrario, une perception négative quant au support de leur employeur, ils développent alors davantage d’intentions de départ que les profils externes.Les variables socio démographiques telles que l’ancienneté entreprise, l’ancienneté dans le poste, l’âge ou la rémunération contribuent à expliquer l’intention de quitter l’entreprise. / The many turnover models that can be found in the literature on human resources management illustrate the importance of human resources teams to consider this topic. The objective of this research is to study the organizational and individual factors that influence the intention of French managers to quit from the private sector. This involves analyzing the effects of organizational variables such as perceived organizational support, career satisfaction, work-family conflict, hierarchical plateauing, and two personality variables, locus of control and career anchors on the intentions of departure.To answer these research questions, a questionnaire survey was conducted in September 2015 with French managers from different companies. The sample is composed of 305 respondents.The results show the preponderant role of perceived organizational support, whose effects on intention to quit are moderated by the locus of control. Thus, it appears that the most internal managers, if they feel supported by their employer, are more likely to be satisfied with their careers and have less than the most external role conflicts between their family and professional lives or still have a hierarchical plateauing. On the other hand, our results show that if they have a negative perception of their employer's support, they develop more intentions than external profiles to quit.Socio-demographic variables such as length of service, length of service, age or earnings contribute to explaining the intention to leave the company.

Orientation: Perceived Talent Management Practices, Perceived Organizational Support and Perceived Supervisor Support are distinct but related constructs, and all of them appear to influence an employee’s intention to quit an organization. Research Purpose – The objective of this study was to investigate Generation Y’s perception of an organization’s talent management practices and to determine how it relates to their intention to quit the organization. In essence, the study aims to establish possible relationships of four constructs: Perceived Talent Management Practices, Perceived Organizational Support (POS), Perceived Supervisor Support (PSS) and Intention to Quit. The mediating/moderating characteristics of POS and PSS on the relationship between Perceived Talent Management Practices and Intention to Quit are also investigated. Motivation for the study – Talent is the new tipping point in corporate success. It has the potential to be the origin of an organisation’s demise or the reason for its continuous success. A concept that exuberates this much potential for both disaster and prosperity validates some examination into its protection. Research design, approach and method – Four Instruments (HCI Assessment of Talent Practices (HCI), Survey of Perceived Organizational Support (SPOS), Survey of Perceived Supervisor Support and an Intention to Quit Scale) was administered to a convenience sample of 135 employees from a population of 450 employees working in three provinces in which the organization was operational. Pearson product-moment correlation analysis and Multiple Regression analysis were used to investigate the structure of the integrated conceptual model on Perceived Talent Management Practices, POS, PSS and Intention to Quit. Main findings - The findings of this study indicates a strong practically significant positive correlation (r(df = 135; p < 0.001) = 0.724, large effect). between Perceived Organizational Support (POS) and Perceived Supervisor Support (PSS). A strong practically significant positive relationship (r(df = 135; p < 0.001) = 0.640, large effect) was found between Perceived Organizational Support (POS) and the employee’s perception of the organization’s Talent Practices. The study confirmed a strong practically significant negative relationship (r(df = 135; p < 0.001) =-0.569, large effect) between Perceived Organizational Support (POS) and the employee’s Intention to Quit. A medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.436, medium effect) was established between Intention to Quit and Perceived Supervisor Support (PSS). This study determined a medium practically significant positive correlation (r(df = 135; p < 0.001) = 0.471, medium effect) between Perceived Supervisor Support (PSS) and the employee’s perception of the organization’s Talent Practices. The findings also establishes a medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.477, medium effect) exists between employees’ perception of the organization’s Talent Practices and their intention to quit the organization. Multiple regression confirmed that neither POS nor PSS mediates/moderates the relationship between Perceived Talent Management Practices and Intention to Quit. Practical/Managerial Implications - Cappelli (2008) stated that paradigms only come undone when they ”encounter problems that they cannot address. But before the old paradigm is overthrown, there must be an alternative, one that describes new developments better than the old one does” (Cappelli, 2008). This study provides evidence that management can use paradigm shifts as a talent retention strategy where the creation of a high perception of talent management practices will result in a lower intent to leave the organization. Contribution: The findings of this study indicate a positive relationship between perceived talent management practices, POS and PSS. The study also established a positive relationship between POS and PSS. A negative relationship was confirmed between POS, PSS and Perceived Talent Management Practices in relation to Intention to Quit. / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted

The purpose of this study was to examine how the psychological contract relates to the intention to quit the employment (ITQ) of professional primary school teachers. In addition to this, the purpose was to examine which form of contract in the psychological contract that most strongly predicts ITQ. A quantitative study was conducted, of which a digital survey was distributed via email to principals and/- or deputy principals for 312 municipal schools in Sweden and was shared on the social platform Meta as well. The survey was based on The Psychological Contract Inventory (PCI) by Rousseau and the Turnover Intention Scale - 6 items (TIS-6) by Roodt. The data collection generated 80 questionnaire responses which were then used for analysis through a hierarchical multiple regression analysis. The results showed that all four forms of contracts: transactional, relational, balanced and transitional contracts explained a larger part of the variance in ITQ. The balanced contract and the transitional contract were significant predictors of which the transactional contract and relational contract were not significant. The transitional contract predicted ITQ to the highest degree.

Magister Commercii (Industrial Psychology) - MCom(IPS) / Working students encounter challenges and responsibilities at university and work. In attempting to study the books and chapters assigned, meet assignment deadlines, take part in extracurricular activities and function at work, working students may be overwhelmed sensing inadequate time to complete all their responsibilities. These may lead to certain negative outcomes for the working student, such as languishing, poor grades, taking longer than the expected time to complete studies or, in the worse scenario, quitting their studies. The primary aim of this study was to examine and understand the influence of non-cognitive factors (including PsyCap, time management, and grit) on flourishing and the working students’ intention to quit employing correlational and hierarchical regression analysis. The secondary objective was to make recommendations to universities and organisations on how to aid working students to develop or increase non-cognitive factors to ensure their flourishing and a reduced intention-to-quit studies. A non-probability sampling technique indicating, convenience sampling and purposive sampling were employed to recruit respondents. Respondents had to be working students (part-time students). The sample included 194 respondents (n = 194) from a university in the Western Cape. The survey instrument included a biographical questionnaire, the academic PsyCap questionnaire, mental health continuum - short form (MHC-SF) questionnaire, Grit-Perseverance of effort subscale, the time management short-range planning subscale, and a self-developed intention-to-quit questionnaire. Numerous studies confirmed the validity and reliability of these instruments. The relationship amongst the non-cognitive variables (PsyCap, grit and time management), flourishing and intention-to-quit studies were assessed through Pearson correlation and hierarchical regression analysis. The non-cognitive variables had a positive relationship with flourishing and a negative relationship with intention-to-quit studies. PsyCap was established to explain the largest proportion of the variance in flourishing and intention-to-quit studies. This is consistent with the findings of studies with similar variables. Recommendations were made for lecturers, counsellors, and university officials to collaborate to incorporate programmes that will aid in developing these non-cognitive variables into the university’s curriculum.