An integrated model of the impact of individual cultural values and the mediating effect of job satisfaction, organisational commitment and perceived support on turnover intention

Abstract

Employee turnover presents a number of negative organisational outcomes, such as loss of human capital, skills, organisational memory and investment on employee training and development. Theory and empirical research have shown that the most immediate predecessor of employee turnover behaviour is turnover intention, or intention to quit. It is envisaged in this study that attracting and selecting employees who possess individual cultural value dimensions that are aligned with those of the organisation could impact positively on employee intention to stay in the organisation. The effect of job-related attitudes (i.e. employee job satisfaction and organisational commitment) on turnover intention has been established in a number of empirical studies. It is hypothesised in this study that Hofstede's cultural value dimensions of collectivism, power distance, uncertainty avoidance, masculinity and long-term orientation at individual level can help explain and predict job satisfaction and organisational commitment. In turn, job satisfaction and organisational commitment will decrease employees' intention to leave an organisation.