Adiak, Mbwa Williams1, Abama, Juddy Joy2 and Gbande, Richard3, 1
Department of Management Studies, Plateau State University, Bokkos, 2 Department of Business Administration, University of Jos, 3 National Assembly, Abuja. mwadiak1@gmail.com.
ABSTRACT
Against the contention that employee turnover intention represents the most consistent predictor of turnover, which has serious direct and indirect costs with negative impact on the bottom-line, this study examined the problem in both public and private sector settings in a survey of 150 employees. Structured questionnaires guided by the organisational culture assessment instrument of Cameron & Quinn and the 3-item inventory turnover invention scale of Cammani, Jenkins and Klesh, were completed by 119 employees, and analysed using Pearson Correlation Coefficient, Analysis of Variance and Kruskal –Wallis test, in testing hypotheses on the relationship between turnover intention and the specified organisational culture characteristics, as well as the difference in turnover intentions between public and private sector employees. The results indicate a significant relationship between the variables of organisational leadership, management of employees and criteria of success, which varies significantly between employees in the public and private sectors, while the relationship with dominant characteristics, strategic emphasis and organisational glue were found not to be significant. Based on these, recommendations were made to managements of organisations to emphasise practices via leadership and management styles with cognizance of what employees consider their success outcomes that trigger job satisfaction with the attendant commitment, hence less disposition to leave.
Key words: Competing values framework, Job satisfaction, Organisational culture, Turnover intention.