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TIS 2008 Turnover Intention Scale (Jacobs & Roodt, 2008)
TIS 2008 Turnover Intention Scale (Jacobs & Roodt, 2008)
Dr E Jacobs
D Com
Human Resource Practitioner, Sol Plaatjie Municipality, Private Bag X5030, Kimberley
Corresponding author: [email protected]
Prof G Roodt
D Admin
Professor, Head of Centre of Work Performance and Departmental Research Unit, Department of Human Resource
Management, University of Johannesburg
Keywords: organisational culture; turnover intentions; professional nurses; general linear modelling; retention strat-
egy
ABSTRACT
The objective of this study was to determine if organisational culture predicts turnover intentions of professional
nurses. A predictive model with organisational culture and various proposed mediating variables, namely knowledge
sharing, organisational commitment, organisational citisenship behaviour and job satisfaction, as well as various
demographic variables was developed to determine turnover intentions through applying General Linear Modelling. A
correlational design with questionnaires was used. A sample of professional nurses (N = 530) in private and provincial
hospitals was obtained. The results indicate that organisational culture has a significantly negative correlation with
turnover intentions. Organisational culture also interacted with job satisfaction, knowledge sharing, and the white
professional nurses’ category to decrease turnover intentions and with Organisational Citisen Behaviours to increase
turnover intentions in a final predictive model. It is therefore recommended that nursing employers seriously embark
on strategies to improve the organisational culture to retain their talent.
OPSOMMING
Die doel van die studie was om te bepaal of organisasiekultuur arbeidsomset-voornemens van professionele
verpleegkundiges voorspel. ‘n Voorspellingsmodel met organisasiekultuur en verskeie voorgestelde tussenkomende
veranderlikes, naamlik kennisdeling, organisasieverbintenis, organisasie-burgerskapsgedrag en werkstevredenheid,
asook verskeie demografiese veranderlikes was ontwikkel deur Algemene Liniêre Modellering. ’n Korrelasie-ontwerp
met behulp van vraelyste is gebruik. ‘n Steekproef van professionele verpleegkundiges (N = 530) in private en
provinsiale hospitale is verkry. Die resultate toon dat organisasiekultuur betekenisvol negatief korrelleer met
arbeidsomsetvoornemens. Organisasiekultuur het ook in interaksie met werkstevredenheid en kennisdeling, asook
die kategorie blanke verpleegkundiges in ‘n finale model arbeidsomsetvoornemens verlaag en saam met organisasie-
burgerskapsgedrag arbeidsomsetvoornemens verhoog. Daar word aanbeveel dat werkgewers oorweging skenk aan
intervensies wat die organisasiekultuur gunstiger maak om personeel te behou.
Some commentators would postulate that the notion An extensive literature research yielded no results of
of commitment to either job or profession is a more the concept of organisational culture in South African
useful concept than turnover cognitions. However, hospitals. Related concepts, such as lack of staff
research indicates that turnover cognitions have a distinct support and absence of proper incentives were reported
conceptual base and significant explanatory power (Hall, 2004:28). Both these concepts are seen by Van
(Carbery, Garavan, O’Brien & McDonnell, 2003:649). der Post et al. (1997:150) as dimensions of
Lambert, Hogan and Barton (2001:236) suggested that organisational culture, namely the management style
more attention should be given to the direct and indirect and reward orientation. The caring profession in parts
influences of variables on intention to leave as opposed of the South African public health services are
to the actual act of turnover. From the employer’s point characterised by conflict (Jewkes et al. 1998:1781).
of view, intention to leave may be a more important Van der Post et al. (1997:149) saw conflict resolution
variable then the actual act of turnover. If the precur- as an important dimension of organisational culture.
Measuring instruments the dimensions that can influence the nurse’s perception
of the organisation. It was developed in South Africa by
The Organisational Culture Survey (OCS) (97 items) Van der Post et al. (1997:147-168) and a Cronbach
was used to measure fifteen dimensions of Alpha of 0.991 was obtained in a study by Erwee et al.
organisational culture. The OCS is based on a model (2001:9) indicating high reliability. A Cronbach Alpha of
of organisational analysis that perceives culture as a 0,70 or higher is considered acceptable (Cortina,
feature of the organisation that can be studied and 1993:98). It therefore was an appropriate instrument to
manipulated in isolation (Erwee et al. 2001:8).This measure organisational culture. A deviation from the
questionnaire was selected because it seems to contain original questionnaire was followed as each item was
Each questionnaire was factor analysed according to The first objective was to determine the relationship
the procedure suggested by Schepers (2004:31) in order between organisational culture and turnover intentions.
to determine the factor structure of the instrument. One This was tested by the Pearson product-moment
of the advantages of this method is to minimise correlation (this hypothesis was further analysed by
artefactors (Schepers, 1992:1). This procedure includes introducing General Linear Modelling).
first and second level factor analysis. Factors were
postulated according to Kaiser’s (1970) criterion The second objective, namely to determine the amount
(eigenvalues-greater-than-unity) and extracted by of variance organisational culture accounted for
means of Principal Axis Factoring. Sub-scores were independently and interactively when entering all the
calculated on the obtained factors and they were selected variables in a predictive model of turnover
subsequently intercorrelated. intentions, was tested by applying General Linear
Modelling. According to Kerlinger (1986) it is unrealistic,
Procedure even wrong, to study and learn only an approach that
is basically bivariate in conception. Multivariate
Permission to do the research was obtained from the methods are like the behavioural reality they try to
Regional Director of the private hospitals and the reflect: complex and difficult to understand. Kerlinger
Director: Knowledge Management of the provincial continues by arguing that from all methods of analysis,
hospitals. A letter of consent was provided by the Ethics multivariate methods are the most powerful and
Research Committee of the Faculty Ethics Committee appropriate for scientific behavioural research. His
of the University of Johannesburg. argument basically rests on the idea that behavioural
problems are almost all multivariate in nature and cannot
Questionnaires were completed in venues outside the be solved with a bivariate (two-variable) approach - that
units, such as training centres, to prevent interruptions. is, an approach that considers only one independent
The purpose of the questionnaire was explained shortly and one dependent variable at a time.
by the researcher and each respondent completed the
questionnaire personally. The main reason for this Broadly stated, the theory driving General Linear
approach was to ensure that all items were completed, Modelling (GLM) seeks to identify those quantities in
time was saved for employees, confidentiality was systems of equations which remain unchanged under
improved and a quick response was promoted. All linear transformations of the variables in the system.
questionnaires were handled anonymously. The General Linear Model differs from the multiple
Questionnaires were only available in English. Although regression model in terms of the number of dependent
many respondents indicated that their home language variables that can be analysed. The General Linear
is Afrikaans or an African language, no problems were Model goes a step beyond the multivariate regression
reported as everyone was proficient in English. A pilot model by allowing for linear transformations or linear
study was conducted in two rounds and the combinations of multiple dependent variables. This
Table 2: Intercorrelation matrix (Pearson Correlations) of the second order factors (new factors) of the
different constructs
B: C:1 C:2
D: F: G:
Organisational Knowledge Knowledge
Org E: OCB Job Turnover
Culture sharing sharing
Commitment satisfaction Intentions
Factor One Factor Two
Coefficients
Unstandardized Standardized
Coefficients Coefficients
T Sig.
Beta
B Std. Error
Indicator - ICU/Casualties and 50+ years (Age) -0.657 0.225 -0.096 -2.925 0.004
The result of this study indicated that a statistically Turnover intentions of nurses can be actively managed
significant negative relationship exists between through the management of contextual variables such
organisational culture and turnover intentions. This as organisational culture and commitment. Since
finding also supports the view that organisational culture limited availability of professional nurses is a world-wide
contributes to organisational success and outcomes phenomenon, it is highly recommended that turnover
(Martins & Martins, 2002:58) and also lower turnover prevention strategies should not only focus on
intentions (Coile, 2001:226). It seems that organisational compensation factors, but on well-planned interventions
culture contributes significantly in decreasing turnover by hospital and nursing employers in the short- and
intentions, emerging with knowledge sharing, job long term. The predictive model developed for turnover
satisfaction and white professional nurses (as race intentions can be regarded as an important tool for
category) as predictors of turnover intentions of health and nursing administrators to plan talent retention
professional nurses. This result contributed to a greater strategies. Since this model focused primarily on
understanding of the importance of organisational culture internal components, possible strategies can be derived
in hospitals and amongst professional nurses. Since from this model to prevent turnover intentions. The
the importance of knowledge sharing was evident in practical value of this model is that it focused on
the results obtained from this study, the responsibility controllable dimensions of organisational culture.
of managers and human resource departments to Employers can plan interventions specifically, even if
create opportunities for learning and sharing, such as some results can only be achieved in the long term.
training and development interventions to meet growth
and development needs, are extremely important. RECOMMENDATIONS
As mentioned earlier, although the emphasis of this Organisational culture is a complex concept and
paper is not on organisational commitment, it emerged simplistic models to explain organisational behaviour
as the only independent predictor of turnover intentions and effectiveness will not improve the understanding
(the only variable “strong enough” to predict turnover thereof. Erwee et al. (2001:11) suggestion for a more
intentions on its own). This result supports previous complex model of organisation culture, constructed from
research that organisational commitment predicts different systems or subsystems, which interact on
turnover intentions. (DeConinck & Stilwell, 2004:229). different levels, is supported. It is recommended that
more turnover models should be developed, especially
A surprising result is that the interaction between with manageable variables. More emphasis should be
organisational culture and organisational citizenship placed on organisational cultures of hospitals to ensure
behavior are related to increasing turnover intentions. A that professional nurses see it as an employer of choice.
possible explanation might be that professional nurses It is also recommended that nursing employers per-
feel that being involved in OCB’s increases their ceive the organisational culture as manageable, not just
4. to support management
strategic objectives? To no extent 1 2 3 4 5 To a large extent
To what extent do you experience that others share knowledge due to the following reasons…
To what extent do you experience that others do not readily share knowledge due to the following reasons