Role stressors and organizational commitment: public sector employment in St Lucia

Abstract

PurposeThe purpose of this paper is to investigate the relationships among role conflict, role ambiguity, the three dimensions of organizational commitment, and turnover intentions. In addition, the paper tests the moderating effect of perceived alternatives in the relationship between continuance commitment and turnover intentions.Design/methodology/approachThe research was a cross‐sectional study of employees in the public sector in St Lucia. In total, 226 usable questionnaires were obtained. Hierarchical regression analyses were used to test the hypotheses.FindingsIt was found that role ambiguity and conflict were negatively associated with affective and normative commitment. Also, there were negative relationships between the three dimensions of organizational commitment and turnover intentions. There was no significant relationship between employees' role stressors and their continuance commitment. Employees with continuance commitment develop turnover cognitions when alternative jobs are available.Research limitations/implicationsMore research using data from the public sector in developing countries is advocated. Studies should incorporate three dimensions of organizational commitment and also assess pay satisfaction. Moderators that might change employees' normative and affective commitment should be explored.Practical implicationsIt is suggested that the sector should reduce role stressors to enhance employees' commitment. Employees should be offered competitive salaries to minimize turnover of employees with affective and normative commitment. This will serve to minimize retention of mainly employees with high continuance commitment.Originality/valueThis is one of the few studies that have examined organizational commitment in the public sector using data from a developing country.