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Competence Development and Affective Commitment as Mechanisms That Explain the Relationship between Organizational Culture and Turnover Intentions

Author

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  • Ana Palma-Moreira

    (Faculdade de Ciências Sociais e Tecnologia, Universidade Europeia, Quinta do Bom Nome, Estr. da Correia 53, 1500-210 Lisboa, Portugal
    APPsyCI—Applied Psychology Research Center Capabilities & Inclusion, ISPA—Instituto Universitário, 1149-041 Lisboa, Portugal)

  • Ana Lúcia Dias

    (Faculdade de Ciências Sociais e Tecnologia, Universidade Europeia, Quinta do Bom Nome, Estr. da Correia 53, 1500-210 Lisboa, Portugal)

  • Beatriz Pereira

    (Faculdade de Ciências Sociais e Tecnologia, Universidade Europeia, Quinta do Bom Nome, Estr. da Correia 53, 1500-210 Lisboa, Portugal)

  • Manuel Au-Yong-Oliveira

    (Research Unit on Governance, Competitiveness and Public Policies (GOVCOPP), Department of Economics, Management, Industrial Engineering and Tourism (DEGEIT), University of Aveiro, 3810-193 Aveiro, Portugal
    Institute for Systems and Computer Engineering, Technology and Science (INESC TEC), 4200-465 Porto, Portugal)

Abstract

This study investigated the effect of organizational culture (supportive culture, innovation culture, goal culture and rule culture) on turnover intentions and whether this relationship was mediated by organizational practices of competencies development (training, functional rotation and individualized support) and affective commitment. The study sample consisted of 369 participants working in organizations based in Portugal. The results show that only goal culture positively and significantly affects the three dimensions of organizational practices of development competencies and affective commitment. The culture of support has a positive and significant effect on functional rotation, individualized support and affective commitment. The culture of innovation has a positive and significant effect on training. Supportive culture, goal culture and the dimensions of organizational practices of development competencies negatively and significantly affect exit intentions. The serial mediating effect of organizational practices of development competencies and affective commitment on the relationship between organizational culture (supportive culture and goal culture) and turnover intentions was proven. Organizational culture, especially supportive culture and goal culture, proved to be relevant in boosting the implementation of organizational practices of development competencies, boosting affective commitment and reducing turnover intentions.

Suggested Citation

  • Ana Palma-Moreira & Ana Lúcia Dias & Beatriz Pereira & Manuel Au-Yong-Oliveira, 2024. "Competence Development and Affective Commitment as Mechanisms That Explain the Relationship between Organizational Culture and Turnover Intentions," Administrative Sciences, MDPI, vol. 14(9), pages 1-23, September.
    • Handle: RePEc:gam:jadmsc:v:14:y:2024:i:9:p:223-:d:1478175
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    References listed on IDEAS

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    1. Iqra Saeed & Momina Waseem & Sidra Sikander & Muhammad Rizwan, 2014. "The relationship of Turnover intention with job satisfaction, job performance, Leader member exchange, Emotional intelligence and organizational commitment," International Journal of Learning and Development, Macrothink Institute, vol. 4(2), pages 242-256, June.
    2. Stefanie Einhorn & Bernhard Fietz & Thomas W. Guenther & Edeltraud Guenther, 2024. "The relationship of organizational culture with management control systems and environmental management control systems," Review of Managerial Science, Springer, vol. 18(8), pages 2321-2371, August.
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    Cited by:

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    2. Yonghui Cao & Li Dai & He Jiang & Abdul Waheed, 2025. "Impact of Corporate Social Responsibility on Firm Sustainable Performance With Mediation of Employee‐Wellbeing and Moderation of Supportive Culture," Corporate Social Responsibility and Environmental Management, John Wiley & Sons, vol. 32(5), pages 7068-7080, September.

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