Catherine Jordan

Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support

Purpose – The purpose of this paper is to examine the relationship between organizational commitment, perceived organizational support (POS) and turnover intentions. The objective is to identify practical as well as theoretical implications of the relationships.Design/methodology/approach – This research was undertaken via a questionnaire in a large Australian public sector organization.Findings – The interaction between POS and organizational commitment was a significant predictor of turnover intention. Employees with low levels of commitment, but high levels of support from the organization, are less likely to leave the organization.Research limitations/implications – This is a cross‐sectional study, using self‐reports for independent and dependent variables.Practical implications – As POS was found to influence turnover, this provides an avenue of approach for managers struggling to retain valuable employees whose commitment alone may not be enough to prevent them from leaving.Originality/value – The p...

The Influence of Leader Behaviors on Organizational Commitment: A Study in the Australian Public Sector

Abstract Over the past decade the area of organizational commitment has received considerable attention from both researchers and managers. Of particular interest are the links between this and other constructs such as trust, task performance, and turnover. Despite the widespread acknowledgment of the importance and value of organizational commitment, there has been limited research that has specifically addressed the relationship between leader behavior and employee commitment, particularly in the public sector. The present study examines the nature of the relationships between organizational commitment and two dimensions of leader behavior—supportive behaviors and extinction behaviors—in an Australian Federal Government organization. It was found that, while controlling for demographic variables, both extinction and supportive leader behaviors affect organizational commitment. Furthermore, a significant interaction of these two variables was found. This indicates that an increase in supportive leader behaviors together with a decrease in extinction leader behaviors will likely lead to a more than proportionate increase in levels of organizational commitment. Implications for managers and further research directions are discussed.