Empirical Research on Relationship of Caddies’ Reward Satisfaction, Organizational Commitment and Turnover Intention

Xu Yongmei,Jiang Jiankai

doi:10.4236/chnstd.2015.42009

Abstract

Based on the situation of turnover of golf caddies, we study the relationship of caddies’ reward satisfaction, organizational commitment, and turnover intention in Shenzhen, China. The research shows that 1) caddies’ gender, education, grade, and years of working make a significant difference in turnover intention; 2) caddies’ reward satisfaction has a significant positive impact on organizational commitment, caddies’ reward satisfaction, organizational commitment has a significant negative impact on turnover intention, and affective commitment and continuance commitment have a significant negative impact on turnover intention; 3) caddies’ organizational commitment tends to mediate between the relationship of reward satisfaction and turnover intention. This paper also proposes some recommendations to improve caddies’ reward satisfaction, organizational commitment, and reduce the turnover intention for golf club managers.

Highlights

The first golf club was opened in Zhongshan, Guangdong, China in 1984, and after that, golf in China is developing rapidly
We study the relationship of caddies’ reward satisfaction, organizational commitment and turnover intention, considering the influence of demographic variables, and find out whether organizational commitment plays a role of mediating effect between reward satisfaction and turnover intention and to clarify whether golf caddie reward satisfaction and organizational commitment can be used to predict turnover intention
This paper argues that reward satisfaction include direct reward, an indirect reward and non-economic reward

Summary

Introduction

The first golf club was opened in Zhongshan, Guangdong, China in 1984, and after that, golf in China is developing rapidly. Serving customer to play golf is the basic business in a club. There are 100 to 150 caddies in a media golf club, nearly 60% of all staff. As core staff of a club, previous research showed that caddis demission was very high. Turnover behavior generally comes from the external pulling force and pushing force inside the organization; pushing force mainly includes the perception and attitude of the workers.

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Discussion

Conclusion