Organisational Culture and Employee Turnover: Evidence from Ghana

Kwakye, Eric Osei

doi:10.9734/jemt/2018/39062

Cited by 9 publications

(12 citation statements)

References 11 publications

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“…This means that the stronger the organizational culture, the lower the intention of employees to move in search of a new company. This is supported by ; Bosomtwe dan Obeng (2018); Kwakye (2018) that organizational culture has an influence on turnover intentions. As the first hypothesis discusses, when viewed in terms of dimensions, that the dimension of organizational culture adaptation is what plays an important role in reducing the intention to move millennial employees.…”

Section: Discussionmentioning

confidence: 76%

“…Saputra (2017) said that organizational culture is not just a regulation that must be lived but the awareness of each member of the company to realize what must be done to achieve the company's goals, so as to reduce the intention to move. This is supported by ; Bosomtwe dan Obeng (2018); Kwakye (2018) that organizational culture has an influence on turnover intentions. Based on the literature above, the hypotheses that can be proposed: H 2 : Strong organizational culture will reduce employee turnover intentions…”

Section: The Organization's Cultural Relationship To Turnover Intentionmentioning

confidence: 76%

“…Robbins (2015) said the parties that can win the competition are those who have a strong culture of organiation, namely those who have an understanding of the core values that the organization has. It is hoped that the creation of a strong culture will increase employee motivation Bosomtwe dan Obeng, 2018;Kwakye, 2018) so that it will decrease the interest of employees to switch workplaces and employees will work optimally. If there are obstacles in working, employees will try hard to solve it and not easily despair.…”

Section: Introductionmentioning

confidence: 99%

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Factor That Affect Turnover Intention in Millennial Employees

Sukmasari

2021

IFIJEB

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The biggest challenge for companies today is thinking about various strategies in retaining millennial generation employees in order to reduce turnover intention, in which turnover intention is the reaction of employees to what is felt in the company. Factors such as strong organizational culture and employee motivation are expected to retain employees to reduce turnover intention. Therefore, the purpose of this study is to see whether organizational culture and motivation are factors that can affect turnover intention of millennial employees who are in Jabodetabek. This research is quantitative in nature, conducted by survey using a questionnaire. Data were analyzed using Structural Equation Model (SEM). The results of the first study indicate that there is an influence between organizational culture on employee motivation. Second, there is an influence between organizational culture on employee turnover intention. Third, there is an influence between motivation on employee turnover intention. Furthermore, the four motivations mediate between organizational culture and employee turnover intention in Jabodetabek

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Section: Discussionmentioning

confidence: 76%

Section: The Organization's Cultural Relationship To Turnover Intentionmentioning

confidence: 76%

Section: Introductionmentioning

confidence: 99%

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Factor That Affect Turnover Intention in Millennial Employees

Sukmasari

2021

IFIJEB

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“…According to Magaisa et al, (2022), work-life balance in Zimbabwean manufacturing sector does not encourage a healthy work condition and balanced personal life, making it difficult to support employee loyalty. Consequently, this type of organisational culture can deny employees total job satisfaction (Kwakye, 2018). Nonetheless, it should be pointed out that an organisation with cultural issueswhere management does not appreciate and recognise its employeesis likely to experience a high employee turnover rate, as the employees would be compelled to leave the organisation due to the attitude management has towards them (Iqbal, Guohao, & Akhtar, 2017; Thomas, Uitzinger, & Chrysler-Fox, 2018).…”

Section: Work-life Balance and Employee Retentionmentioning

confidence: 99%

Factors Influencing Employee Retention in 3-Star Hotels: Evidence from New Juaben North Municipality, Ghana

Siaw¹,

Agbenyeke²,

Gyasi³

et al. 2022

JHT

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Purpose: Hotels spend millions of dollars every year on recruitment processes. Nevertheless, employee retention rate has not been encouraging among hotels in Ghana. This paper therefore assessed the factors influencing employee retention in 3-star hotels in New Juaben North Municipality of Ghana. Methodology: The explanatory research design was employed, and a representative sample of 102 employees were randomly selected and included in this study. A structured questionnaire was used to collect data for the analysis. Multiple regression models were used to estimate hypothesised unadjusted and adjusted relationships between employee retention and potential retention factors – training and development, wages and compensation, performance appraisal, work-life balance, job satisfaction and job security. Findings: First, adjustment with the factors showed significant effects of training and development, wages and compensation, performance appraisal, work-life balance, job satisfaction and job security on employee retention. Next, control for employees’ characteristics revealed significant relationships of training and development, wages and compensation, performance appraisal, work-life balance, job satisfaction and job security with employee retention. Recommendation: The findings suggested that improvement in these explanatory factors would result in high employee retention rate in 3-star hotels in the New Juaben North Municipality. Thus, managements of these hotels should channel efforts into improving work conditions of their employees.

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“…Also, Alam and Asim (2019) found that the job satisfaction has a negative and significant effect on the turnover intention. Meanwhile, Kwakye et al (2018) found that the organizational culture has a positive and insignificant effect on the turnover intention. Habib et.aL (2014) found that organizational culture has a positive effect on turnover intention.…”

Section: Introductionmentioning

confidence: 99%

The Effect of Job Stress, Job Satisfaction and Organizational Culture on Turnover Intention at Pt. Sddm

Febrianti¹,

Darda²

2022

IJARBSS

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This study aims to identify and analyze the factors that cause the turnover intention at PT. SDDM. The data collection techniques used in this study were questionnaires, interviews and observations. The respondents were 50 employees, all of which were the employees of PT. SDDM at the head office. The method used was the survey method with a descriptive analysis approach. The data processing techniques with the use of the path analysis model, the SmartPLS program and the hypothesis testing by comparing t statistics with t tables. The results of this study indicated that the job stress had no effect on the turnover intention at PT. SDDM, and the job satisfaction had no effect on the turnover intention at PT. SDDM. Meanwhile, the organizational culture which had a negative effect on the turnover intention at PT. SDDM showed that if there was an decrease in the organizational culture, the turnover intention would increase at PT. SDDM. This research suggests that PT. SDDM pay more attention to the organizational culture by creating the working culture and working environment, by appreciating, respecting employees at every opportunity and by providing positive feedbacks and rewards for the best-performance employees.

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Organisational Culture and Employee Turnover: Evidence from Ghana

Cited by 9 publications

References 11 publications

Factor That Affect Turnover Intention in Millennial Employees

Factor That Affect Turnover Intention in Millennial Employees

Factors Influencing Employee Retention in 3-Star Hotels: Evidence from New Juaben North Municipality, Ghana

The Effect of Job Stress, Job Satisfaction and Organizational Culture on Turnover Intention at Pt. Sddm

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