Work satisfaction, organizational commitment and withdrawal behaviours.

By Karin Falkenburg, B. Schyns. 2007

202 citations recorded by the source corpus.

Purpose – The focus of this research paper is on the effects of work satisfaction and organizational commitment on withdrawal behaviours. In order to acquire a better understanding of this relationship, the moderating effects of work satisfaction and organizational commitment are examined.Design/methodology/approach – A questionnaire study was undertaken with Dutch and Slovakian respondents.Findings – Although the results do yield support for the claim that work satisfaction and organizational commitment have moderating effects on withdrawal behaviours, not all the hypotheses were confirmed, particularly in the case of sample two.Research limitations/implications – Although a cross‐sectional design was used, light was shed on the complex relationship between work satisfaction, organizational commitment and withdrawal behaviours.Practical implications – The results suggest that targeting one employee attitude in order to prevent withdrawal behaviours may not be enough. It is recommended to focus on a combi...

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/36dfeebe90ff9225e54e9dfddfe5386c89200994

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Extreme managers, extreme workplaces: Capitalism, organizations and corporate psychopaths (2015, result): “This is in line with theoretical expectations because in the employee withdrawal literature, there is a clear link between commitment and intention to leave (Falkenburg and Schyns, 2007; Tett and Meyer, 1993).”
The Mediating Effects of Job Satisfaction and Organizational Commitment on Turnover Intention, in the Relationships Between Pay Satisfaction and Work–Family Conflict of Casino Employees (2018, background): “Similarly, employees with high JS tend not to quit (Falkenburg & Schyns, 2007).”
Relationship of Servant Leadership and Employee Loyalty: The Mediating Role of Employee Satisfaction (2012, unknown): “Some scholars, such as of Alfonso [26], Chee [27], Falkenburg [28], Wagner [29] point out through empirical research that, when employee satisfaction gets low, the turnover intention increases.”
Investigating Factors that Influence Employees' Turnover Intention: A Review of Existing Empirical Works (2015, unknown): “…levels of commitment will result in lower levels of intention to leave, therefore lower turnover (Allen & Meyer, 1990; Bentein, Vandenberghe, Vandenberg, Stinglhamber, 2005; Falkenburg & Schyns, 2007; Good, Page, & Young, 1996; Harris & Cameron, 2005; Huselid, 1995; Rhoades & Eisenberger, 2002).”
Job involvement, commitment, satisfaction and turnover: Evidence from hotel employees in Cyprus (2014, background): “…vein, two further universal dimensions of the work experience, organizational commitment and job involvement, can impact not only an employee’s decision to quit an organization, but also on its bottom line results (Deery, Iverson, & Walsh, 2002; Falkenburg & Schyns, 2007; Johnson et al., 2005).”
Empirical Study Relations Job Satisfaction, Organizational Commitment, and Turnover Intention (2015, background): “We chose turnover intention rather than actual turnover because we are interested in the present than those employees who have left the organization (Falkenburg and Schyns, 2007).”