Understanding intention to quit amongst artisans and engineers: The facilitating role of commitment

Abstract

Orientation: Given the critical shortage of skilled artisans and engineers in the job market, retention of this key talent is of paramount importance.Research purpose: The aim of this study was to identify the determinants of affective commitment and investigate the impact thereof on intention to quit (ITQ) amongst artisans and engineers.Motivation for the study: For human resource management interventions to be effective in retaining artisans and engineers, the constructs underlying commitment and stay intentions need to be understood. Whereas previous studies have mostly focussed on bivariate relationships, the current study was motivated by the need to develop and test an integrative explanatory model.Research approach/design and method: A non-probability convenience sample of 154 artisans and 84 engineers employed in a manufacturing engineering company participated in this study. A cross-sectional design was employed, with structural equation modelling as analysis technique.Main findings: The data supported the central role of affective commitment in reducing ITQ amongst artisans and engineers. Job fit, psychological meaningfulness, perceived organisational support and satisfaction with pay all explained significant variance in affective commitment, whilst affective commitment demonstrated a strong negative relationship with ITQ. It was found that although perceived organisational justice does not necessarily create affective commitment, people are more likely to quit when they experience injustice.Practical/managerial implications: For organisations to retain artisans and engineers, they have to foster both affective commitment and organisational justice. Affective commitment can be facilitated by interventions focusing on job fit, meaningful work, organisational support and satisfaction with pay.Contribution/value-add: This study provides practical insights into the antecedents of ITQ amongst artisans and engineers, informing human resource management interventions aimed at better retention.

The moderating role of workplace ostracism between employee training, employee participation and organizational commitment among bank employees

“…This suggests that OC improves performance and minimizes turnover; hence, organizational commitment is based on fulfilling employees' wants and desires. Investigation from the researchers revealed that employees who are not committed to their organization, according to the social exchange theory (SET), are more likely to reciprocate by exhibiting unfavorable behaviors toward the organization (Deeprose, 2018;Siwela & van der Bank, 2021). This suggests that many factors affect OC (Chanana, 2020).…”

“…Therefore, it has been shown that workplace ostracism reduces discretionary behavior and increases unproductive work behavior, and reduces organizational commitment (Zhao & Xia, 2017). The onus is on the manager to inculcate an attitude of high commitment in employees by discouraging the aforementioned attitudes to foster the manifestation of low absenteeism, more punctuality at work, being goal-oriented and relatively good productivity (Siwela & van der Bank, 2021).…”

“…One such factor is employees' antiquated and outdated skills and knowledge (Matsuo, 2019). This means that to eliminate redundancies and encourage organizational commitment, training and development programs are critical and should be incorporated into the employees’ career programs to foster employee skills, knowledge and abilities (Siwela & van der Bank, 2021). In another vein, favorable employee attitudes are frequently critical to establishing organizational success (Armstrong, 2009).…”

Pengaruh Job Insecurity Terhadap Turnover Intention yang dimediasi Job Satisfaction, Affective Organizational Commitment, dan Work Engagement Karyawan Pabrik yang Sudah Menikah

“…Studi sebelumnya menunjukkan bahwa job insecurity memiliki dampak negatif terhadap affective organizational commitment (e.g., Chirumbolo et al, 2017;Jiang & Lavaysse, 2018;Stankevičiūtė et al, 2021). Penelitian lainnya telah membuktikan adanya pengaruh negatif affective organizational commitment terhadap turnover intention (e.g., Els, Brouwers & Lodewyk, 2021;Yan et al, 2021;Živković et al, 2021;Siwela & Van, 2021;Murray & Holmes, 2021). Selanjutnya, terdapat penelitian yang membuktikan bahwa affective organizational commitment dapat menurunkan tingkat turnover intention (e.g., Els et al, 2021;Yan et al, 2021;Živković et al 2021;Siwela, 2021;Murray & Holmes, 2021).…”

“…Penelitian lainnya telah membuktikan adanya pengaruh negatif affective organizational commitment terhadap turnover intention (e.g., Els, Brouwers & Lodewyk, 2021;Yan et al, 2021;Živković et al, 2021;Siwela & Van, 2021;Murray & Holmes, 2021). Selanjutnya, terdapat penelitian yang membuktikan bahwa affective organizational commitment dapat menurunkan tingkat turnover intention (e.g., Els et al, 2021;Yan et al, 2021;Živković et al 2021;Siwela, 2021;Murray & Holmes, 2021). Studi sebelumnya menjelaskan bahwa job insecurity memiliki pengaruh negative pada work engagement (e.g., Jiang & Lavaysse, 2018;Stankevičiūtė et al, 2021).…”