Commitment, turnover intention and the work environment: one size does not fit all

Abstract

The strength of organisational commitment as a predictor of turnover intention was compared with that of satisfaction, using a sample of 502 financial sector employees. Regression analyses showed that commitment was a stronger and more consistent predictor than satisfaction, even when it did not include the 'intent to remain' component which contaminates most popular measures. Commitment was also found to be a multi-faceted construct, different components of which reliably predicted turnover intention in four subgroups defined by gender and performance level. Other variables, including attitudes to the work environment, were used to predict forms of commitment relevant to each subgroup, as well as performance and motivation. Positive outcomes for women were associated with career development through coaching, mentoring, and open communication with an inspirational leader, while men responded more to responsibility, recognition, and a chance for input into proposed change. Poorer performers needed recognition for achieving a manageable number of clear, specific objectives, whereas better performers preferred challenging goals that were less prescriptive and clear opportunities for advancement within the organisation. Suggestions were made for further examination of several promising, new components of commitment.