Abstract
This study utilized employees in foreign companies as the study subject to analyze the relationships between corporate sponsorship, organizational commitment, organizational cohesiveness and turnover intention. The results indicated that: employees with a higher level of organizational commitment have a lower level of turnover intention; organizational commitment can enhance organizational cohesiveness; organizations with a higher level of organizational cohesiveness will have a lower level of turnover intention; for organizations with the same level of organizational commitment, employees will have a lower level of turnover intention if their corporate sponsorship is higher than their counterpart whose organization has a lower level of corporate sponsorship. Our result revealed that even though the score of organizational commitment is low among the sample, the hypothesis that organizational commitment and organizational cohesiveness both exert positive influences is supported.
Highlights
All enterprises consist of employees, and talents are the foundation that powers up an enterprise (Schneider, 1987)
The results indicated that: employees with a higher level of organizational commitment have a lower level of turnover intention; organizational commitment can enhance organizational cohesiveness; organizations with a higher level of organizational cohesiveness will have a lower level of turnover intention; for organizations with the same level of organizational commitment, employees will have a lower level of turnover intention if their corporate sponsorship is higher than their counterpart whose organization has a lower level of corporate sponsorship
Our result revealed that even though the score of organizational commitment is low among the sample, the hypothesis that organizational commitment and organizational cohesiveness both exert positive influences is supported
Summary
All enterprises consist of employees, and talents are the foundation that powers up an enterprise (Schneider, 1987). In order to retain employees, alleviate and resolve employee turnover predicaments, boost organizational performance and maintain competitive advantages, more and more organizations start to take their corporate social responsibility and obligation seriously and commit to systematic and long term sponsorship activities (Dwight & Richard, 1997). This kind of sponsorship behaviors may adversely reduce employee salary and benefits. This study will discuss whether corporate sponsorship behaviors will alter influences that organizational commitment and organizational cohesiveness have on turnover intention
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