Quality of work life: Effects on turnover intention and organisational commitment amongst selected South African manufacturing organisations

Abstract

Research purpose:The general objective of this study was to examine the relationship between quality of work life and turnover intention and to see whether organisational commitment mediates the relationship between quality of work life and turnover intention.Motivation for the study: The lack of research on the relationships between quality of work life, turnover intention and organisational commitment make it challenging to gain knowledge on the concepts and what influences it can have to embrace these relationships in the workplace. Research design:A cross-sectional study with a sample of N = 400 South African manufacturing organisation employees was utilised. Descriptive statistics, Pearson's product-moment correlations and structural equation modelling were used. Main findings:The results indicated both direct and indirect effects for all the relationships. Results further indicated that organisational commitment partially mediates the relationship between the quality of work life and turnover intention. Practical implications:The results provided insight into the effect that high levels of quality of work life has on an individual and the advantages for the organisation. Contribution:The improved understanding of quality of work life and the relationship with certain job outcomes contribute to the body of knowledge on both the theory of quality of work life and on employees' experience of turnover intention and commitment in the work environment.

Relation between Quality of Nursing Work Life and Nurses' commitment At Edfina Central Hospital

“…This may be related to that when nurses were satisfied with their job, having adequate salaries, proper communication between them and upper management, appropriate feedback mechanisms, no intention to leave and able to balance between work and family life which have effect on total QNWL. This study result is supported by (Yusoff, Rimi, & Meng, 2015) and (Els, Brouwers, & Lodewyk, 2021) who mentioned that staff with presence of quality of nursing work life will be able to satisfy their personal and working need while working in the organization and have no intention to leave the organization .…”

Anchoring human resource management to sustain employee performance at Johannesburg Metropolitan Municipality

“…Talent attraction and retention can be explained by push and pull factors (Bazana & Reddy, 2021). Push factors compel existing employees to consider leaving their place of employment because their commitment wanes (Els et al, 2021), whilst pull factors attract potential employees to an organisation (Hooi & Zahari, 2020). The study confirmed that the organisation offered attractive extrinsic rewards and acquired strong talent.…”

“…Regarding the second research question, the study found that poor HRM practices resulted in high employee turnover, reduced commitment and weak learning culture (Klinck & Swanepoel, 2019). The high employee turnover caused a loss of institutional memory, which resulted in an inevitable erosion of human-centred competitive advantage (Els et al, 2021). Marshall and Stephenson (2020) found that high turnover creates a sense of insecurity within employees, which negatively affects performance.…”

“…In-depth knowledge of contextual challenges is faced by employees in the municipal sector (Blom et al, 2020). Therefore, the municipal contextual differences form the basis of an effective HRM policy shift (Els, Brouwers, & Lodewyk, 2021;Marshall & Stephenson, 2020;Nanjundeswaraswamy, Swamy, & Nagesh, 2019). The knowledge of contextual challenges thus enlightens practitioners on existing gaps and motivates them to take remedial action by developing relevant policies.…”

“…It has been established that the effectiveness of the HRM function influences the quality of employees' contribution to the achievement of strategic goals (Potgieter & Mokomane, 2020). Furthermore, services provided by an organisation depend on the quality of its inherent talent pool and skills repertoire (Els et al, 2021). Therefore, poor talent management practices by employers may Orientation: Practices employed to manage the human resources at Johannesburg (JHB) Metropolitan Municipality were explored to unearth their impact on employee performance.…”