An Assessment of organizational commitment on administrative staff turnover

intention in Hawassa University – a Critical Analysis and Review

DR.S.M.MURALI KRISHNA* MR. G V RAMA KRISHNA RAO** MRS. T SUGUNA***
* **
Professor& Principal Assistant Professor ***Assistant Professor
At Vignan’s Institute of Engineering for Women, Visakhapatnam

Abstract
The question of employee turnover has come to gain greater attention especially in this 21st century
where organizations all over the world, in various industries, have faced this problem at some stages of
their evolution (Zahra et al 2013). Hitherto, organizational studies suggest that intentions to leave are
important for organizations and researchers because once people have actually implemented the
behavior to quit; there is little likelihood of gaining access to them to understand their prior situation
(Juhdi et al 2011). A turnover intention is a mental decision prevailing between an individual’s approach
with reference to a job whether to continue or leave the job (Jacobs and Roodt, 2007). In other words,
it represents conscious and deliberate willingness to leave the organization (Tett and Meyer, 1993).
Ongori (2007) contended that the meaning of turnover intention is the plan to leave an organization, and
this appears to be the immediate antecedent to actually quitting. Turnover intention is a psychological
variable of the tendency to leave that is closely related to turnover (Janseen, 1999). Mobley (1982)
describes employee turnover as the cessation of membership in an organization by an individual who
received monetary compensation from the organization. Several researchers have pointed out that
turnover intention is commonly endorsed in the literature as a predictor of turnover The changes occurred
in the theory of management has also significantly affected the attitude of organizations to their workers.
The management paradigm, which until the mid of 20th century was under the influence of the “classical
organization theory”, considered organizations as “closed-mechanical” systems and its workers as
mere elements composing them. This approach tended to see them as parts of a machine rather than
socio-psychological beings. Any lack of productivity or mistake of a worker was repaired by simply
removing this worker and bringing a new one in his place. In this approach workers had no importance
as “individuals” at all and their contribution to the organization was limited strictly to their job
description. This attitude of the management reflected on the workers, causing that these were not trying
to become more useful for the organization. When found a better job they used to quit their
organizations to new one and to stay there until they find even better.
Key Words: The management paradigm, socio-psychological beings. “Classical organization theory,
Turnover intention, psychological variable, monetary compensation, lack of productivity.

INTRODUCTION:
Organizational commitment has a long history, and has been the subject of a great deal of research and
empirical attention both as a consequence and an antecedent of other work-related variables of interest.
It has also an important place in the study of organizational behavior and evolved as a wide range of
‘types’ (e.g. engagement, attachment, commitment, involvement) within a wide spectrum of foci (e.g.
work, job, career, profession/ occupation, organization, union), while studies on commitment varied
between the categories of behavioral, attitudinal and motivational within three broad research streams
through sociological, industrial/organizational psychology and health psychology (Roodt, 2004a). It has
been studied in the public, private, and non-profit sector, and more recently internationally.
Organizations implement various policies to overcome the commitment problem. In essence of this
effort, more duty-bound, more hardworking for the organizational goals and more consistent with the
organization position of the individuals with higher organizational commitment.
Organizational commitment goes beyond the classical concept of commitment. It implies a more active
commitment. Employees are willing to give their personal contribution to the well-being of the
organization. Therefore, the organizational commitment reflects not only on their expressions and
statements but also appears in their acts and deeds (Mow day, Steers and Porter, 1979: 226).

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Organizational commitment is a feeling of dedication, willingness to go the extra mile, and an intention
to stay with the organization for a long period of time (Meyer & Allen, 1988; 1991). It means loyalty
and intention to stay with the organization. Organizational commitment refers to an employee’s
willingness to exert extra effort within the organization (Bateman &Strasser, 1984). It is the factor that
promotes the attachment of the individual to the organization. Organizational commitment is the strength
of an individual’s identification with and involvement in an organization (Mow day, 1998).

Turnover and Turnover intention

Turnover models have been extensively studied, and scholars have provided strong support for the
proposition that behavioral intentions (intention to leave) are the most immediate determinant of actual
turnover (Igharia and Greenhaus, 1992). A turnover intention is a mental decision prevailing between
an individual’s approach with reference to a job whether to continue or leave the job (Jacobs and Roodt,
2007). In other words, it represents conscious and deliberate willingness to leave the organization (Tett
and Meyer, 1993). Relevant to this study, management and psychology fields have explored turnover
and turnover intention (as dependent variables) in association with organizational commitment i.e.
affective, continuance and normative commitment (Sturman ET al2006).
Employee turnover is a generic term that refers to movement employees from one work organization to
another (Allen, 2008; Choi, Musibau, Khalil & Ebi, 2012). Several researchers have pointed out that
turnover intention is commonly endorsed in the literature as a predictor of turnover (Abrams, Ando, &
Hinkle, 1998; Lee & Mow day, 1987; Michaels & Spector, 1982, Mobley 1982).
Turnover intentions are the thoughts of the employees regarding voluntary leaving the organization
(Whitman, 1999). The intention to quit is probably the most important immediate antecedent of turnover
decisions. Turnover intention is used instead of actual turnover because in general the theory of planned
behavior (Ajzen, 1991) suggests that behavioral is a good predictor of actual behavior. In fact,
researchers have found intent to leave or stay as the strongest predictor of actual turnover (Hendrix,
Robbins, & Summers, 1999, Lee & Liu, 2007).
Accordingly, considering the literatures on the area and the purpose of this research, the researcher
has found taking a conceptual frame work developed by Wu, X. and Polsaram, P, in 2011 very
appropriate and will be used for this research with some modification.

Affective Commitment
Organizational Turnover
Continuous Commitment Commitment Intention
Normative Commitment

Figure 1: The conceptual Proposed Research Model of Organizational Commitment and

Turnover Intention. Source: Wu, X. and Polsaram, P. (2011).Factors Influencing Employee
turnover Intention: The case of Retail Industry in Bangkok, Thailand.

RESEARCH METHODOLOGY
Objective of the study
General Objective
The purpose of this research is to investigate the effect of organizational commitment on employees
turnover intention particularly with reference to Administrative staff (employees) working at Hawassa
University.
Specific Objectives
For this purpose, the researcher addresses the following specific objectives.
1. To assess the perception of employee towards the three dimensions organizational commitment (AC,
CC & NC) & turnover intention among Administrative staff of the university.
2. To evaluate the level of organizational commitment and turnover intentions among Administrative
staff in the university.

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3. To analyze (investigate) the relationship between organizational commitment and turnover
intentions among Administrative staff.
4. To show the effect of organizational commitment (affective commitment, continuous commitment
and normative commitment) on turnover intention among Administrative staff of the university.
Research Design
This study adopted a descriptive survey research design and Cross-sectional study type. This is so
because this method enabled the researchers to carefully analyze the sampled population with a view to
inferring the relationship and the effect of the dimension of organizational commitment on turnover
intentions among administrative staff at Hawassa University.
Research Approach
The q u a n t i t a t i v e research approach was selected for this study. This research approach was
selected mainly due to the need to address the research questions already determined. Deductions
about relations between variables are made, without direct intervention, from the associated variation
of independent and dependent variables.

3.1.Sampling technique and sample size

In order to draw sample size (respondents) from total population the study utilized probability sampling
techniques viz. stratified random sampling technique. By using the Formula for determining the sample
size developed by Krejcie & Morgan (1970) the size of the sample was 346 respondents that was
extracted from the population. The Population was categorized based on the campus they are working
at Hawassa University. i.e. The administrative staff was divided in to six strata (campus). The affiliated
campuses are located at three different places namely, Hawassa, Wondogenet and Awada. Hawassa
hosts four campuses – Main campus (MC), Awassa College of Agriculture(ACA), Hawassa College of
Medicine and Health’s Sciences(HCMHS) and Institute of Technology (IOT) and the other two
campuses are College of Forestry and Natural Resources (WCFNR) located at Wondogenet and Awada
campus near Yirgalem.
Formula for determining the sample size according to Krejcie & Morgan (1970) is as follows;
S=X2 NP (1-P) / d2 (N-1) +X2 P (1-P)
S= required sample size
X2 =the table value of Chi- square for 1 degree of freedom at the desired confidence level.
N=the total population
P= the population proportion (assumed to be 0.5 since this would provide the maximum sample size).
d= the degree of accuracy expressed as a proportion (0.05).
Source: Krejcie & Morgan, 1970
In order to ensure the representativeness of each stratum, the number of sample was allotted
proportionally to the size of population in each stratum using the formula by C.R Kothari (2004).
ni = n .Pi where,
n represents the total sample size,
Pi represents the proportion of population included in stratum i,
ni the number samples selected from population in each stratum (campus).
Hence, the sample was drawn from all campuses at Hawassa University. Moreover, the sample size in
different strata (campus) is shown in the following table.

Table 1: Stratified Sample of respondents from a population of 3639 Administrative staff with
the response rate
No Campus Total Population (Pi) % Sample size (ni) Response Response rate (%)
1 MC 1624 45 154 135 82
2 ACA 267 7 25 25 100
3 Awada 291 8 28 28 100
4 IOT 312 9 30 30 100
5 WCFNR 544 15 52 52 100

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 6 HCMHS 601 17 57 57 100
Total 3639(N) 100 346(n) 327 94.5
Sources and method of data collection
In this study, both primary and secondary sources of data were used. Primary data was collected by
using questionnaire and it was selected because it has and advantages of low cost, saving in time,
respondents have adequate time to give well thought answers. Questionnaires are very convenient for
collecting factual data and are usually easy to analysis.

3.2. Method of Data Analysis

After the necessary data from both primary and secondary sources were collected, it was properly
organized and presented in the form of inferential statistics.
Data was analyzed using SPSS Version 20 where descriptive and inferential results were obtained to
draw conclusions for the study.
Likewise, Pearson product-moment correlation coefficient analysis was conducted to determine the
relationship between organizational commitment forms (affective, continuance and normative
commitment) and Turnover Intention. Interpretation of correlation results (0-1), followed Cohen (1988)
guideline in that r = 0.1 to 0.29 (small correlation), r = 0.30 to 0.49 (medium correlation) and r = 0.50
to 1.0 (large correlation). Moreover, regression analysis was done to investigate the effect of affective,
continuance and normative commitment on employees’ turnover intention.

Table 4.2.1 The mean value and one sample t-test Anlysis of Affective Commitment
N Mean Std. Std. T Df Sig. Mean 95%
Deviatio Error (2- Differenc Confidence
n Mean tailed e Interval of
) the
Statements/propositio
Difference
ns
Upper
Lowe
r
I would be very happy
to spend the rest of my 32 3.198 .0723 32 .056
1.30840 2.747 .006 .19878 .3411
career with the 7 8 5 6 4
university.
I enjoy discussing
32 3.443 .0733 32 .299
about my university 1.32543 6.050 .000 .44343 .5876
7 4 0 6 2
with people outside it.
I really feel as if this
university problem is 32 3.969 .0666 14.54 32 .838 1.100
1.20543 .000 .96942
my own. 7 4 6 3 6 3 6

This university has a

great deal of personal 32 3.813 .0677 12.00 32 .680
1.22552 .000 .81346 .9468
meaning for me. 7 5 7 3 6 1

I feel like a part of the

32 3.657 .0712 32 .517
family in this 1.28898 9.224 .000 .65749 .7977
7 5 8 6 3
University.
I work in this
32 3.507 .0706 32 .368
University with good 1.27714 7.188 .000 .50765 .6466
7 6 3 6 7
grace.

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I am proud to work for 32 3.795 .0700 11.34 32 .657
1.26694 .000 .79511 .9329
this University. 7 1 6 9 6 3
Source: Survey Result 2016
The first dimension of organizational commitment model is affective commitment, which represents an
emotional attachment, identification, and involvement that an employee has with its organization and
goals (Mow day et al, 1997, Meyer& Allen, 1993; O’Reily & Chatman). Moreover, Dunham, Grube,
and Castaneda (1994) states that employees with affective commitment are ready to make sacrifices for
the sake of their organization and won’t envisage leaving it.
Based on the above theory from the literature review, the above table 4.2.1 presents the mean scores,
standard deviations and t-value scores of respondents’ responses for their level of commitment with
respect to their affective commitment dimension of organizational commitment while working in the
university. Respondents, to whom the questionnaire was administered, were asked to rate their level
of agreement with the seven major elements of affective commitment dimension. Accordingly, the
respondents have answered the questions and returned the questionnaire back. As one can easily see
and understand from the above table, the issue that deals about if the employees really feel as if the
university problem is their own has got the highest score( mean score of 3.9694and SD of 1.20543)
as compared to other elements included in this dimension. This score shows that the respondents have
agreed as the mean score for the statement is in between the range of 3.41-4.20 (Best, 1977).
The respondents also have agreed when they are questioned whether the university has a great deal
of personal meaning to them (mean score of 3.8135 and SD of 1.22552), if they enjoy discussing
about their university with people outside it (with mean score of 3.4434 and SD of 1.32543), if they
feel like a part of the family in the university with mean score 3.6575 and SD of 1.28898), if they
work in the university with good grace and if they are proud to work for the university with(mean
score of 3.5076 and SD of 1.27714, and mean score of 3.7951 and SD of 1.26694) respectively.
However, employees are neutral as the (mean score is in between 2.61-3.4) if they would be very
happy to spend the rest of their career with the university because their mean scores is 3.198 and SD
of 1.3084 (Best, 1977). This implies that most respondents response fall in the agree domain for
affective commitment except for the first statement/ propositions. This shows that employees have
emotional attachment and identification with university.
Table 4.2.2 The mean value and one sample t-test Analysis of Continuance Commitment
N Mean Std. Std. t Df Sig. Mean 95%
Deviatio Error (2- Differenc Confidence
n Mean tailed e Interval of
Statements/propositio
) the
ns
Difference
Lowe Uppe
r r
It would be very hard
for me to leave my
3.152 .0714 32
university right now, 1.29221 2.140 .033 .15291 .0123 .2935
327 9 6 6
even if I wanted to.

Too much in my life

would be disrupted if
32 2.972 .0751 32 -
I decided to leave my 1.35975 -.366 .715 -.02752 .1204
7 5 9 6 .1755
university now.

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 Quitting this
university
/organization will put 32 2.697 .0745 - 32 - -
1.34874 .000 -.30275
me in a difficult 7 2 9 4.059 6 .4495 .1560
financial position.

If I find better job, I

will quit this 32 3.819 .0726 11.28 32
1.31340 .000 .81957 .6767 .9625
University right away. 7 6 3 4 6

Even if I quit this

University without
32 2.685 .0738 - 32 - -
finding another job, I 1.33448 .000 -.31498
7 0 0 4.268 6 .4602 .1698
won’t have any
problem
Source: Survey Result 2016
According to Table 4.2.2 the one sample t-test (test value=2.61-3.40) result value shows neutral: the
mean value of the statement it would be very hard for me to leave my university right now, even if I
wanted to is at mean score 3.1529 and SD=1.29221 with P-value of .033 which is found to be
significant at (t=2.140) <0.5 level; too much in my life would be disrupted if I decided to leave my
university now with mean score 2.9725 and SD=1.35975 with P-value of .715 which is found to be
insignificant at (t=-.366) >0.5 level, Quitting this university will put me in a difficult financial position
with mean score2.6972 and1.34874, and even if I quit this university without finding another job, I
won’t have any problem with mean score 2.6850 and 1.33448 fall into the neutral domain with most
of the respondents, while the statement with if I find better job, I will quit this University right away
with a mean score 3.8196 and SD=1.31340 falls under agree domain (Best, 1977).
As what is presented in the literature part, continuance commitment is the willingness to remain in
an organization because of the investment that the employee has with “nontransferable” investments.
Nontransferable investments include things such as retirement, relationships with other employees,
or things that are special to the organization. It is regarded as an instrumental attachment to the
organization, where the individual's association with the organization is based on an assessment of
economic benefits gained (Beck &Wilson, 2000).
Continuance commitment is an awareness of the costs associated with leaving the organization and
they stated it i s calculative i n nature b e c a u s e of the i n d i v i d u a l ’ s perception or weighing of
costs and risks associated with leaving the current organization (Meyer and Allen, 1997).
From the above discussion the result of the analysis shows that the majority of the responses are
neutral regarding their continuous commitment. Among others employees continuous commitment is
related with cost benefit that an organization offers hence anything that can increase employee’s
financial benefit/gain can increase their continuous commitment. Hence implement incentives
strategy and other motivational tools, better payment comparable with labour market, promotion
opportunity, implement a system that enable to recognize, praise and reward employees good
performance and others.

Table 4.2.3 The mean value and one sample t-test Anlysis of Normative Commitment

N Mean Std. Std. t Df Sig.(2taile Mean 95%

Statements/propositi Deviatio Error d) Differen Confidence
ons n Mean ce Interval of
the
Difference

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 Lowe Uppe
r r
I believe that a
person must always -
32 2.342 .0826 - 32 -
be loyal to his or her 1.49400 .000 -.65749 .495
7 5 2 7.958 6 .8200
organization. 0

Jumping from
organization to
32 3.697 .0740 32 .843
organization does not 1.33961 9.412 .000 .69725 .5515
7 2 8 6 0
seem at all unethical
to me.
One of the major
reasons I continue to
work in this
university is that I
32 3.633 .0724 32 .490 .775
believe loyalty is 1.31060 8.734 .000 .63303
7 0 8 6 4 6
important and
therefore feel a sense
of obligation to
remain.
If I got another offer
for a better job
elsewhere I would - -
32 2.785 .0801 - 32
not feel it was right 1.44958 .008 -.21407 .371 .056
7 9 6 2.670 6
to leave my 8 4
university.

I owe a lot to this

3.825 .0647 12.75 32 .698 .953
University. 1.17105 .000 .82569
327 7 6 0 6 3 1
I won’t quit this - - -
32 2.198 .0715 32
university even if I 1.29425 11.19 .000 -.80122 .942 .660
7 8 7 6
find better job. 5 0 4
Source : Survey Result 2016
As one can see from the above table, the respondents are disagree when they are asked I believe that a
person must always be loyal to his or her university/org with the mean score 2.3425 and SD=1.49400,
and neutral which inclined to disagree for the statement If I got another offer for a better job elsewhere
I would not feel it was right to leave my university with the mean score 2.7859 and SD=1.44958;and the
respondents are in agree domain with the statements; Jumping from organization/university to
organization/university does not seem at all unethical to me with the mean score 3.6972 and
SD=1.33961; one of the major reasons I continue to work in this university is that I believe loyalty is
important and therefore feel a sense of obligation to remain at a mean score 3.6330 and SD=1.31060;
and I owe a lot to this university at a mean score 3.8257 and SD=1.17105. On the other hand the one
sample T-test results of the question respondents are asked for I won’t quit this university even if I find
better job, are disagree at a mean score 2.1988 and SD= 1.29425.
From the above discussion it can be understood that the administrative employees working in the
university are inclined to neutral with regards to normative commitment. So it needs to foster factors
that can win employees moral obligation to stay in the university like providing opportunity for education
and training through scholarship, foster team sprit among employees and management, facilitate good
working environment and the like.

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Table 4.2.4 The mean value and one sample t-test Anlysis of Turnover Intention
N Mean Std. Std. T df Sig. Mean 95%Confiden
Deviati Error (2- Differe ce Interval of
on Mean tailed) nce the Difference
Statements/propositions
Lowe Upper
r
I think about quitting 1.3924 -
327 3.1346 .07700 1.747 326 .082 .13456 .2860
my job across my mind. 4 .0169
I often search for better 1.1284 17.25 1.0764
327 4.0765 .06240 326 .000 .9537 1.1992
job opportunities. 0 1 5

I think about starting

1.2929
my own business 327 3.6208 .07150 8.682 326 .000 .62080 .4801 .7615
5
leaving this university.

I plan to look for a new

1.4005
job within the next 12 327 3.4159 .07745 5.370 326 .000 .41590 .2635 .5683
2
months.
Source: Survey Result 2016
From the above table, looking at the score of descriptive statistics, it is possible to understand that
administrative staffs in Hawassa University are indifferent or neutral when they are asked if they
think about quitting their job across their mind at a mean score 3.1346 and SD=1.39244 with P-value
of .082 which is found to be insignificant at (t=-1.747) >0.5 level; and respondents are at agree domain
with the rest as the mean score is above 3.61 (Best, 1977) for the statement I often search for better
j ob opportunities at a mean score 4.0765 and SD=1.12840, I think about starting my own business
leaving this university at a mean score 3.6208 and SD=1.29295, and I plan to look for a new job
within the next 12 months at a mean score 3.4159 and SD=1.40052.
So from the analysis one can understand that the majority administrative employee response lies an
agree domain for the turnover intention questionnaires.

Table 4.2.5 Level of employees Perception on general organizational commitment and

Turnover intention Using One-Sample Test Analysis
N Mean Std. Std. T df Sig. Mean 95%
Deviation Error (2- Difference Confidence
Variable Mean tailed) Interval of the
dimension Difference
Lower Upper
Organizational
commitment 327 3.2575 .62729 .03469 7.423 326 .000 .25748 .1892 .3257

Turnover
327 3.5619 .96059 .05312 10.578 326 .000 .56193 .4574 .6664
Intention

Source: Survey Result 2016

Table 4.2.6 above depicts results about the perception of respondents on organizational
commitment and turnover intention.
As we can see from the above table, turnover intention has got the higher rank with a mean score
of

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 3.5619 and SD of 0.96059 and followed by organizational commitment with a mean score 3.2575
and SD 0.62729.
The turnover intention variable mean scores is in between the range of 3.41-4.20 (Best, 1977), and
it can be said that respondents have agreed with the statements about turnover intention
questionnaires. And according to Best, respondents have come to be ‘indifferent or neutral’ with
the organizational commitment variables with a mean score 3.2575.
Therefore, one can say that, respondents have an intention to leave the university as their response
lies in agree domain. The result from the above table, at the same time, shows that there is some
kind of doubt or neutral with the employees with regards to organizational commitment.
So, the study has hinted on the need to develop employees’ organizational commitment as it was
found to influence turnover intention. As organizational commitment level was only moderate or
neutral, there is a need for the university to seek ways to increase organizational commitment
among its employees. This is important as employees who are less committed may likely route their
commitment in other directions and tend to seek job opportunities elsewhere.
Conclusion
The aim of this study was to examine the level and effect of organizational commitment on
employees’ turnover intention in the case Hawassa University administrative staff. It also asses the
perception of employee towards organizational commitment and turnover intention. Moreover it
addresses the relationship between organizational commitment and turnover intentions. It also
attempted to measure whether the administrative staff (employee) in the university differ in their
feeling of organizational commitment and turnover intention with respect to their gender, age,
educational status, years of stay in the university, salary level and marital status. To achieve this
objective, questionnaires were used to collect data from administrative employees at Hawassa
university. After the necessary data were collected from employees at the university, the researcher
has analyzed and interpreted them in chapter four. Based on the analyzed and interpreted data in
chapter four, the following conclusions are drawn as follows. The result of the research shows that
respondents have an intention to leave the university as their response lies in agree domain. And,
at the same time even though it looks the respondents have affective commitment to the university;
employees ‘continuous and normative commitment is in questionable in particular; and
organizational commitment in general. It also shows that correlation coefficient results indicated
insignificant and small negative correlation between affective commitment and turnover intention;
whereas significant and positive correlation with Continuous commitment and turnover
intention; and small and positive correlation between normative commitment and turnover
intention. The result of regression analysis also shows that affective commitment negatively or inversely
predicts turnover intention while continuance commitment showed statistically significant and
positive relationship with turnover intention. However, normative commitment showed
statistically insignificant positive relationship with turnover intention. The result of organizational
commitment and turnover intention with respect to demographic characteristics (age, gender,
service year , educational qualification and marital status) is analyzed and the result shows that
there is there is no significance difference on the perception of organizational commitment and
turnover intention with regards to gender i.e., male and Female. With regards to age group there is
no significant difference among age groups in terms of organizational commitment which falls on
neutral except with the age group 60 years & above which lies on agree domain; and has no
difference with regards to turnover intention which inclined to agree domain. The result of
independent sample t test shows that employees with educational status of Grade 10 & below, and
PhD holder have higher Organizational commitment and indifferent for turnover intention for
grade 10 & below. It is also possible to understand employees with service year 31 and above are
at agree domain for organizational commitment and turnover intention questionnaires; similarly
employees with less than one year service have more intention to leave the university when
compares to the other. The result of the analysis also shows that the majority of the respondents
are indifferent or neutral towards organizational commitment with the reference to their salary
level except for the salary level 582-1000 ETB which falls under agree domain. Moreover

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 regarding marital status there is considerable difference for divorced and widowed employees with
regards to organizational commitment and turnover intention.
Recommendations
The result of the research shows that respondents inclined to intention to leave the university as their
response lies in agree domain. And, at the same time even though it looks the respondents have
affective commitment to the university; continuous commitment is somewhat in questionable or
neutral.
Moreover normative commitment was not statistically significant at (Beta =0.106, p>0.05). And this
makes some kind of doubt or neutral with the administrative employees with regards to
organizational commitment in general. So, the study has implied the need to develop employees’
organizational commitment as it was found to influence turnover intention. As organizational
commitment level was only neutral, there is a need for the university to seek ways to increase
organizational commitment among its employees. This is important as employees who are less
committed may likely route their commitment in other directions and tend to seek job
opportunities elsewhere.
Thus, it is suggested that the university develops human resource strategies that enhance
(strengthen) employees’ continuous commitment. Among others employee’s continuous
commitment is related with cost benefit that an organization offers so that attention should be given
to anything that can increase employees financial benefit/gain and reduce their cost. Hence
implement incentives strategy and other motivational tools, better payment comparable with labour
market, promotion opportunity, implement a system that enable to recognize, praise and reward
employees good performance and others. Moreover as normative commitment is related with
employees’ moral obligation the university should give attention to invest on employees as valuable
resources with the purpose of winning their moral obligation to stay.
Finally, implementing the above recommendations helps to strengthen employees’ continuous
commitment and normative commitment in particular; and organizational commitment in general to
minimize intention to leave.
REFERENCES
Adenguga, A.R., Adenuga, T. F., and Ayodele, O. K., (2013).Organizational Commitment and
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