Abstract
Lecturing in private universities in Nigeria is one of the most challenging jobs for early career scholars. Regrettably, there is a high rate of turnover once an opportunity for exit presents itself. Researchers have proposed a relationship between psychological contract breach and turnover intentions. This study attempted to evaluate the effect of organizational climate in the link between psychological contract breach and turnover intentions using a sample of 584 private university lecturers in a two-wave investigation (time-lagged design) during a 1-month period (with 2 weeks interval). The ages ranged between 24–53 years old (38.24 ± 7.33). The questionnaires used to collect data were the Psychological Contract Breach Scale, Organizational Climate Description Questionnaire and Turnover Intention Scale. The result suggested that lecturers who received support from management were less likely to leave their jobs, while experiencing peace in the school played a significant factor in reducing turnover intention. The study’s implications were raised, and further suggestions were made to improve our organizations, particularly, universities.
Highlights
Ahmad and Riaz (2011) noted that turnover intentions had attracted much attention among researchers due to its widespread effect on many organizations over the years
This study examined the association between psychological contract breach and intention to leave among academics at private institutions
This study expands on previous research by investigating the moderating impacts of organizational climate variables on the correlations between psychological contract breach and turnover intentions
Summary
Ahmad and Riaz (2011) noted that turnover intentions had attracted much attention among researchers due to its widespread effect on many organizations over the years. Turnover intention is considered the careful thought an individual holds about changing his job after some time (SousaPoza and Henneberger, 2002). This behavior is costly for the new generation organizations (Aquino et al, 2004). Others found turnover intentions associated with abusing substances, breaking the organization’s rules, and thefts (Thomas et al, 2001; Sims, 2002). These unhealthy work behaviors have crumbled many organizations globally (Ahmad and Riaz, 2011)
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