Person–organisation fit, job satisfaction and intention to leave in the South African social development sector

Abstract

Background: The South African public service sector continues to lose employees due to more favourable working conditions offered by organisations in the private sector. Understanding intention to leave (ITL) can help public service mangers and leaders retain their highly skilled and high performing staff.Aim: The aim of the study was to determine the direct and indirect relationships between person–organisation fit (POF), job satisfaction (JS) and ITL in the South African social development sector (SDS).Setting: The sample used in this study was drawn from the SDS in South Africa (n = 100).Methods: Cross-sectional survey data were analysed using the Statistical Package for the Social Sciences 27. Hayes PROCESS macro was used to test the mediating effect of JS in the relationship between POF and ITL.Results: Results indicated that POF shared a negative relationship with ITL, independent of the indirect relationship via JS, suggesting a partial mediation effect. The size of the indirect effect of POF on ITL, through JS, was larger than the direct effect of POF on ITL.Conclusion: The study provides support for understanding the relationships between ITL, POF and JS. The findings of this study have managerial implications as it provides insights on how to retain employees and decrease turnover intention in the South African SDS.

Fostering organisational commitment: a resilience framework for private-sector organisations in South Africa

“…Unfortunately, the African continent faces significant challenges in retaining its highly skilled workforce due to issues like inadequate compensation, unattractive work environments, socio-economic challenges, and political instability ( Ebeye and Lee, 2023 ; Ombogo, 2023 ). Moreover, high employee turnover rates continue to pose a significant and persistent challenge for South African private sector organisations, necessitating a focused effort on talent retention ( Musakuro and De Klerk, 2021 ; Maloba and Pillay-Naidoo, 2022 ; Snyman et al, 2022 ; Tongchao et al, 2022 ).…”

“…These reasons encompass various elements, including job stress, levels of job dissatisfaction, perceptions of job security, the quality of the work environment, motivational factors, and the adequacy of wages and rewards ( Al-Suraihi et al, 2021 ). In the context of South African private sector organisations, a persistent issue of high employee turnover rates has been linked to factors such as unfavourable work environments, employee dissatisfaction with their roles, and a deficiency of both intrinsic and extrinsic motivation ( Maloba and Pillay-Naidoo, 2022 ).…”