The Mediating Effect of Affective Commitment on the Relationship between Human Resource Management Practices and Turnover Intentions of University Employees

Abstract

In this study, we explored the mediating effect of affective commitment on the relationship between human resource management practices (HRMPs) and the turnover intentions of university employees in Uganda using the theoretical lens of social exchange theory. The study was instigated by reportedly persistent increase in the cases of employee attrition in higher education institutions in Uganda in spite of Government’s attempts to improve the working conditions of the university employees. Using the cross-sectional survey research design, data were collected with the use of an adapted self-administered questionnaire from a sample of 722 academic and non-academic employees of three public and three private universities in Uganda. The results of structural equation modelling (SEM) indicated that HRMPs were significant positive predictors of affective commitment (rewards: β =.225; p<.001), promotions: β =.228; p<.001; and job security: β = .141; p<.001). However, HRM practices were negative predictors of turnover intentions (rewards: β = -.228; p<.001; promotion, β = -.215; p<.001; job security, β = -.138; p<.001). Furthermore, affective commitment was indeed a significant mediator of the relationship between HRMPs and turnover intentions of university employees. These findings made us draw the conclusion that when university employees perceive the institution’s HRMPs to be favourable, they will not only become committed to the organisation but also desire to remain working longer for it. Therefore, we recommend that the university managers in Uganda and similar countries should formulate and practise human resource management styles that do not only spur employee commitment but also enhance staff retention.

Leadership and Capacity Building; The Construction of Madrasah Quality Improvement

“…Organizational commitment is formed because of the belief, willingness, and desire to achieve a goal to maintain its existence as part of the organization in excellent or stormy conditions (Cilek, 2019). Commitment plays a vital role in employee performance, motivating or encouraging someone to be responsible for their obligations so that employees can face every challenge and difficulty they face (Tumwesigye et al, 2020).…”

“…Organizational commitment is measured using three dimensions, including; 1) Affective commitment, namely emotional attachment, identification, and involvement in an organization (Tumwesigye et al, 2020); 2) Continuity commitment, a namely individual commitment based on consideration of what must be sacrificed when leaving the organization; and 3) normative commitment, namely individual beliefs about responsibility to the organization (Onia, 2021;Jeon & Choi, 2020).…”

Service Orientation, Integrity and Commitment to Students; Administrative Performance Management in Madrasah

“…Commitment is understood as an individual's pledge or commitment to actions related to behavior or behavior determination (Tumwesigye et al, 2020). The commitment of the Head of Administration in carrying out tasks at the time of Planning/Receiving.…”

“…The existence of commitment will motivate and force someone to take further action because the nature of the bond will affect the individual's response to the forces that compel them to do something (Tumwesigye et al, 2020). With high organizational commitment, employees will work more optimally, and the performance generated by employees will also increase positively in their organization (Cilek, 2019).…”

“…The success of an institution/school cannot be separated from the management of human resources in it (Chiedozie et al, 2018;Tumwesigye et al, 2020). One of them is how they provide services (Papanthymou & Darra, 2018;Imhangbe et al, 2019).…”