Competitive Psychological Climate and Turnover Intention with the Mediating Role of Affective Commitment

Gim, Gabriel C. W.; Desa, Nasina Mat; Ramayah, T.

doi:10.1016/j.sbspro.2015.01.416

Cited by 25 publications

(26 citation statements)

References 22 publications

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“…Furthermore, the resultant changes in R 2 is represented by estimating effect size (f 2 ), these changes in R 2 occur as a result of omitting an exogenous construct from the model. Alternatively, it enables to determine the substantive impact of exogenous construct on the model's endogenous construct (Gim, Desa, &Ramayah, 2015).…”

Section: Figure 4 R-squarementioning

confidence: 99%

Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation

et.al¹

2021

TURCOMAT

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The aim of this study is to measure employees’ perceptions of UAE police’s reputation. Even though these perceptions are formed in the public domain, this study focused on the public sector employees’ evaluation of the Commission’s reputation and credibility. This is solely because they work in it and will be directly affected by negative perceptions, as evident in most alternative media and blogs. Like many other organizations, employees and other internal stakeholders know the organization better than the outsiders, so measuring their perceptions is essential. This study attempts to reflect how UAE police, through its charismatic leadership communication and organizational credibility, earns the trust and confidence of its employees in times of crisis, which is further reflected in its reputation. The present study chooses the situational crisis communication theory to develop its theoretical framework. Originating in attribution theory, the SCCT has been widely used in crisis communication research to test the link between crisis situation and crisis response strategies. The study has employed the SEM-PLS is statistical technique for the analysis of the data. The findings of the study have provided support to the hypothesized results.

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Section: Figure 4 R-squarementioning

confidence: 99%

Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation

et.al¹

2021

TURCOMAT

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“…Menurut Gim, et al, (2015) diperoleh hasil bahwa iklim psikologis berpengaruh positif dengan keinginan karyawan untuk keluar perusahaan dan berhubungan negatif dengan komitmen afektif. dan juga terungkap bahwa komitmen afektif berhubungan negatif dengan keinginan karyawan untuk keluar perusahaan dan itu memediasi hubungan antara iklim psikologis kompetitif dengan keinginan karyawan untuk keluar perusahaan.…”

Section: Pengaruh Iklim Psikologis Terhadap Keinginan Karyawan Untuk unclassified

“…Penelitian Munyaka (2012) menjelaskan bahwa iklim psikologis tidak mempengaruhi keinginan karyawan untuk keluar perusahaan. Tetapi hasil penelitian berbeda dilakukan oleh Gim, et al, (2015) yang menyatakan bahwa iklim psikologis kompetitif adalah stressor di tempat kerja yang secara positif terkait dengan keinginan karyawan berpindah. Dimana dalam perspektif praktis penelitian ini menyoroti dalam menetapkan kebijakan yang dapat menciptakan iklim psikologis kompetitif di tempat kerja bukan suatu hal yang baik untuk organisasi karena hal tersebut memotivasi karyawan untuk meninggalkan organisasi.…”

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Pengaruh Iklim Psikologis Terhadap Keinginan Karyawan Untuk Keluar Perusahaan Melalui Kepuasan Kerja (Studi pada PT. Hervitama Indonesia)

Dewi

Kistyanto

2019

JEBIK

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PT. Hervitama Indonesia which is engaged in providing instrumentation goods and installation services has a work area for electrical installation, instrumentation, construction, interior and calibration works. Service provider in the field of electrical installation by PT. Hervitama Indonesia includes the strong and weak currents installation. The purpose of this study is to test and analyze the influence of psychological climate on the desires of employees to leave the company through job satisfaction for employees of PT. Hervitama Indonesia. This research is a causality study with a quantitative approach. The sampling technique uses saturated samples with a total of 50 respondents to employees of PT. Hervitama Indonesia. The statistical analysis used in this study was PLS with the help of smartPLS 3.0 software. The results of this study explain that the psychological climate has a negative and significant effect on the desire of employees to leave the company. Psychological climate has a positive and significant effect on job satisfaction. Job satisfaction does not affect the desire of employees to leave the company. The research implications that can be applied to companies, namely the need for leaders to improve the quality and quantity in terms of support provided to employees or subordinates can be done by way of guidance to employees in doing good work. For example, holding back inter-unit counseling that discusses the constraints of work in the field related to work. JEL : O15, J63, D91

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“…Turnover is one of the great challenges encountered by organizations (Gim, Desa, & Ramayah, 2015). At an organizational level, turnover can increase the costs associated with losing the skills and proficiency of employees, recruitment expenses, training expenses, separation cost, loss of talent, and decrease the performance of the organization (Elkjaer and Filmer, 2015;Hatum, 2016;Park & Shaw, 2013;Wynen & De Beeck, 2014).…”

Section: Introductionmentioning

confidence: 99%

“…Organizational mobility preferences have been found to have a relationship with affective commitment (Çakmak-Otluoǧlu, 2012). Employees who do not have preferences to work within the current organizational boundary are supposed to identify themselves less with the organization, and are not as willing to stay in the organization, while affective commitment has a significant negative effect on turnover intention (Gim et al, 2015;Sow, 2015). It means that the employees that identify themselves with their organization will have less intention to leave an organization.…”

Section: Introductionmentioning

confidence: 99%

Why are Your Employees Leaving? The Effect of Organizational Mobility Preferences on Turnover Intentions and Affective Commitment

Arsya¹,

Gatari²

2019

Proceedings of the 2nd International Conference on Intervention and Applied Psychology (ICIAP 2018)

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It is crucial to study the factors affecting employee's turnover intentions to lessen the turnover rate that affects companies, groups, and individuals. Although organizational mobility preferences could explain employee's turnover intentions in an organization, a limited number of studies that can explain the psychological process of the relationship between organizational mobility preferences and turnover intentions currently exist. For the current study, data was collected from 178 participants using questionnaires, which were analyzed using Hayes' PROCESS macro. Findings indicate that organizational mobility preferences have an indirect effect on turnover intentions through affective commitment. The implications of this finding and additional suggestions for future research are included in this paper.

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Competitive Psychological Climate and Turnover Intention with the Mediating Role of Affective Commitment

Cited by 25 publications

References 22 publications

Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation

Crisis Management, and Charismatic Leadership Communication as Antecedents to the Organizational Reputation

Pengaruh Iklim Psikologis Terhadap Keinginan Karyawan Untuk Keluar Perusahaan Melalui Kepuasan Kerja (Studi pada PT. Hervitama Indonesia)

Why are Your Employees Leaving? The Effect of Organizational Mobility Preferences on Turnover Intentions and Affective Commitment

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