Organisational culture and turnover intentions among academics: a case of a rural-based university

Abstract

ABSTRACT The study investigated the existing organisational culture and how it affects staff turnover at a selected rural-based university. A quantitative method, using cross-sectional and survey design, was employed. Data were collected using a self-administered questionnaire from 60 respondents in the two selected faculties (Faculty of Education and Faculty of Management Sciences). Data were analysed descriptively using mean scores and Pearson’s correlation analysis. The findings revealed that support culture was the most dominant and power culture, the least dominant. The study further revealed that there was a direct and positive relationship between power culture and turnover intention. Thus, the results indicated that if superiors exercise or use more power over employees, they are likely to leave the organisation. It is, therefore, recommended that those management in rural-based universities should maintain support culture and refrain from power culture to maintain a preferred or normal level of staff turnover.