The relationship between organizational culture and withdrawal intentions and behavior

Abstract

Purpose -The goal of the present study is to examine the influence of five dimensions of organizational culture (i.e. job challenge, communication, trust, innovation and social cohesiveness) on employees' withdrawal intentions and behavior. Specifically, three forms of employees' withdrawal intentions (i.e. from the occupation, job, and organization), and one form of employees' withdrawal behavior (i.e. self-reported absenteeism) are examined. Design/methodology/approach -The paper investigates these relationships among social workers in the Israeli health care system through a structured questionnaire. Regression analyses were employed to test the research hypotheses. Findings -The findings of this study indicate that an organizational culture that provides challenging jobs, diminishes employees' absenteeism, and withdrawal intentions from the occupation, job, and the organization. The results also show that other dimensions of organizational culture were not significantly correlated with the dependent variables, with the exception of the relationship between a culture of innovation and employees' withdrawal intentions from the job. Originality/value -This study contributes to a better understanding of the influence of organizational contexts (e.g. culture) on the development of multiple withdrawal intentions and behaviors among social service employees in the health care sector.

Relationship of Job Satisfaction and Turnover Intention of Private Secondary School Teachers

“…Therefore, an employee with a high intention to leave the organization can stop his/her occupation (Bigliardi, Petroni & Dormio, 2005). Carmeli (2005) says that previous researchers also acknowledged that the intention of withdrawal has been identified as a strong predictor of actual turnover of staff (Mobley, 1998). Decision to withdraw can also result in the actual rotation set according Mobley et al 1998;.…”

he Influence of Transformational Leadership Style on Innovation Mediated by Organizational Culture

“…Moreover, it is found that organizational culture significantly affects the innovation. This has been agreed by Carmeli (2005) that the organizational culture is one of the variables which are considered to have an important impact on innovation. Consequently, all the members in the organization must accept an innovation as a basic value, which will be shared and implemented by them (Hartman, 2006).…”

The Roles of Communication and Organizational Culture in Maintaining Employees’ Loyalty (A Case Study of Charoen Pokphand Company)

“…This paper is aimed to focus on the role of organizational culture and communication element in maintaining employees' loyally in CP. As stated, both (Carmeli 2005). Ruppel and Harrington (2000) Relationship between employees' loyalty and organizational culture is described by Eskildsen and Nussler (2000) in Figure 1 below.…”