Abstract
This study examined the direct effect of organizational career growth on turnover intention, as well as the buffering influence of organizational commitment on this relationship among auditors in Turkey. Organizational career growth was conceptualized by four factors: career goal progress, professional ability development, promotion speed and remuneration growth. Organizational commitment was conceptualized by three components: Affective commitment, normative commitment and continuance commitment. Data was obtained from 226 auditors from 92 audit firms in Turkey. According to results, organizational career growth dimensions, namely career goal progress, professional ability development, promotion speed and renumeration growth are all negatively related to turnover intention. Besides, it was found that professional ability development and renumeration growth have strong influences on turnover intention. In spite of this, career goal progress and promotion speed had no significant effect on turnover intention. According to the results of hierarchical multiple regression, there is not any buffering effect of organizational commitment (affective commitment, normative commitment and continuance commitment) on the relationship between each of the four dimensions of organizational career growth and turnover intention.
Highlights
The success of an organization is determined by its human resources
For retaining the talented human resources, organizational career growth can be a helpful tool for organizations
Only affective commitment has a positive relation with career goal progress (r=.19, p
Summary
Human resource is a vital competitive tool for organizations. Career growth implications are one of the important tools of retaining talented human resources in organizations. If organizations fail to retain its valuable human resources, they may face two kinds of costs. It consists replacement, recruitment and selection, temporary staff, and management time costs. The second one is the direct cost. It consists of decreasing morale and pressure on remaining staff and cost of training. For retaining the talented human resources, organizational career growth can be a helpful tool for organizations. According to some researchers quitting is a good indicator that the organization is in trouble (Clark, 2001; Kristensen & Wastergard, 2004) with its human resources.
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