Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance

Previous studies found that organizational commitment inversely related to intention to leave. Above relationship is found to be moderated by job, experience, gender and perfomance. Above findings are found to be significant in specific setting (environment, demographic factors, culture, etc.). So i...

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Main Author:	Applanaidu, Krishnarao
Format:	Thesis
Language:	eng eng
Published:	1998
Subjects:	HF5549-5549.5 Personnel Management Employment
Online Access:	https://etd.uum.edu.my/604/1/KRISHNARAO_AL_APPLANAIDU_-_Intention_to_Leave_Organizational_Commitment_Relation_-_Moderating_Effect_of_Job_Performance.pdf https://etd.uum.edu.my/604/2/1.KRISHNARAO_AL_APPLANAIDU_-_Intention_to_Leave_Organizational_Commitment_Relation_-_Moderating_Effect_of_Job_Performance.pdf
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id	my-uum-etd.604
record_format	uketd_dc
institution	Universiti Utara Malaysia
collection	UUM ETD
language	eng eng
topic	HF5549-5549.5 Personnel Management Employment
spellingShingle	HF5549-5549.5 Personnel Management Employment Applanaidu, Krishnarao Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance
description	Previous studies found that organizational commitment inversely related to intention to leave. Above relationship is found to be moderated by job, experience, gender and perfomance. Above findings are found to be significant in specific setting (environment, demographic factors, culture, etc.). So it is not 100% applicable in every settings even though above findings are accepted generally. This study is carried out in order to suit Sharp-Roxy Corporation Sdn. Bhd Setting. At the end of the study it was found that organizational commitment inversely related to intention to leave, but above relationship is not significantly moderated by job perfomance.
format	Thesis
qualification_name	masters
qualification_level	Master's degree
author	Applanaidu, Krishnarao
author_facet	Applanaidu, Krishnarao
author_sort	Applanaidu, Krishnarao
title	Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance
title_short	Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance
title_full	Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance
title_fullStr	Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance
title_full_unstemmed	Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance
title_sort	intention to leave - organizational commitment relation : moderating effect of job performance
granting_institution	Universiti Utara Malaysia
granting_department	Sekolah Siswazah
publishDate	1998
url	https://etd.uum.edu.my/604/1/KRISHNARAO_AL_APPLANAIDU_-_Intention_to_Leave_Organizational_Commitment_Relation_-_Moderating_Effect_of_Job_Performance.pdf https://etd.uum.edu.my/604/2/1.KRISHNARAO_AL_APPLANAIDU_-_Intention_to_Leave_Organizational_Commitment_Relation_-_Moderating_Effect_of_Job_Performance.pdf
_version_	1747826954027925504
spelling	my-uum-etd.6042013-07-24T12:08:05Z Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance 1998-05-30 Applanaidu, Krishnarao Sekolah Siswazah Graduate School HF5549-5549.5 Personnel Management. Employment Previous studies found that organizational commitment inversely related to intention to leave. Above relationship is found to be moderated by job, experience, gender and perfomance. Above findings are found to be significant in specific setting (environment, demographic factors, culture, etc.). So it is not 100% applicable in every settings even though above findings are accepted generally. This study is carried out in order to suit Sharp-Roxy Corporation Sdn. Bhd Setting. At the end of the study it was found that organizational commitment inversely related to intention to leave, but above relationship is not significantly moderated by job perfomance. 1998-05 Thesis https://etd.uum.edu.my/604/ https://etd.uum.edu.my/604/1/KRISHNARAO_AL_APPLANAIDU_-_Intention_to_Leave_Organizational_Commitment_Relation_-_Moderating_Effect_of_Job_Performance.pdf application/pdf eng validuser https://etd.uum.edu.my/604/2/1.KRISHNARAO_AL_APPLANAIDU_-_Intention_to_Leave_Organizational_Commitment_Relation_-_Moderating_Effect_of_Job_Performance.pdf application/pdf eng public masters masters Universiti Utara Malaysia Bimbaum, D., & Somers, M. J. (1994). Fitting Job Performance into Turnover Model: An Examination of the Form of the Job Performance-Turnover Relationship and a Path Model. Journal of Management, 19(1), 1-11. Blay G. & Bod, K. (1989). Using Job Involvement and Organizational Commitment Interactively to Predict Turnover. Journal of Management, 15. 115-127. Cohen, A. 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Academy of Management Review, 9. 74-83. Kansner, K. (1996), Employee Turnover. [WWW. document] http://primeview.com/wisdom/turnover. htm. Meyer, J. P., Paunonen, S. V., Gellatly, L. R., Goffin, R D., & Jackson, D. N. (1989). Organizational Commitment and Job Performance: It's the Nature of the Commitment That Counts. Journal of Applied Psychology, 1. 152-156. McEvoy, G. M. (1987). Do good or poor performers leave? A meta-analysis of the relationship between performance and turnover. Academy of Management Journal, 30(1). 744-762. Mobley. W. H. (1982). Employee Turnover: Causes, Consequences, and Control. Reading, MA. Addision-Wesley. O'Connors, S. (1996). Performance appraisal Errors: Reading the warning sign. [WWW.d ocument] httr://www.mha.org/mha/MHASC/ss/julyang.html. Phillips, J. D. (1990). The Price Tag on Turnover. Personnel Journal, 69/12). 58-61. Porter, L. W., Steers R. M., Mowday R T., & Boulian P. V. (1974). 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Organizational commitment and absenteeism: an examination of direct and interaction effects. Journal of Organizational Behavior. 16. 49-58. Spendolini, M. J. (1985). Employee withdrawal behavior: Expending the concepts. UMI Dissertation Information Service. (University Microfilms International). Steers, R. M. (1977). Antecedents and outcomes of organizational commitment. Administrative Science Quartely, 22/11, 46-56. Taylor, D. (1996). Minding Your Own Business: The High cost of Turnover. [WWW.docurnent] http://www.webtex.com/business/7-21-96.htm/ Tett, P. R., & Meyer J. P. (1993). Job Satisfaction, Organizational Commitment, Turnover Intention: Path analysis Based on Meta-Analytic Findings. Personnel Psychology Journal. 46, 259-289. Werbel, J. D., & Bedeian, A. G. (1989). Intended turnover as a Function of Age and Job performance. Journal of Organizational Behavior, 10,275-281. Wright, T. A. (1991). Work Satisfaction, Work performance, and Organization Tenure considered as Predictor of Employee turnover. Juurnal of Applied Business Research, 8(1), 83-88. Wright, T. A., & Bonett, G. D. (1993). Role of Employee Coping and Performance in Voluntary Employee Withdrawal; A Research Refmement and Elaboration, Journal of Management, 19(1). 147- 161. Zulkifle Bin HJ Kassim, (1997). Correlates of Intention to Leave among noncommissioned officers of the Malaysian Army in the Northen Region. Unpublished master's thesis, Universiti Utara Malaysia, Sintok, Kedah Darulaman.

Intention to Leave - Organizational Commitment Relation : Moderating Effect of Job Performance

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