The Link between Organizational Culture and Turnover Intention among Employees in Ghana

Bertha Obeng,Theresa Esi Bosomtwe

doi:10.15520/ijcrr/2018/9/08/566

Bertha Obeng, Theresa Esi Bosomtwe

https://doi.org/10.15520/ijcrr/2018/9/08/566

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Abstract

In this age of globalization, organizations want to grow and develop in accordance with the demands of the changing environment. As a result, organizations are defining values, mission and vision that create the sense of who they are and what they stand for, as well as developing a workforce who are committed with no intention of leaving the organisation. The purpose of this study was to examine the relationship between organizational culture and turnover intentions in Ghana. The study was quantitative in nature and a cross-sectional survey design was used to obtain data from respondents. Simple random sampling technique was used to select the respondents. Simple regression was used as the main statistical tool for data analyze. The findings of the study indicated an inversely related association between organizational culture and turnover intention. The study recommends that management must develop beliefs, norms and values that all employees can identify with and appreciate at the workplace to retain the human resource.

Highlights

Tharp (2009) asserts that organisational culture is increasingly understood as a company asset that can be used to increase business performance and influence work attitudes
The instrument has been widely used in articles and journals, as such, found to be effective in organizational culture change and on identification of culture types related to organizational effectiveness
Linear regression was the statistical tool to measure the effect culture has on turnover intention

Summary

Introduction

Tharp (2009) asserts that organisational culture is increasingly understood as a company asset that can be used to increase business performance and influence work attitudes. Dwirantwi (2012) describes organizational culture as the attitudes, experiences, beliefs, and values of the organization, acquired through social learning that control the way individuals and groups in the organization interact with one another and with parties outside it. Culture at the workplace, is an invisible but very powerful force that influences the behaviour of people and dictate how they dress, act and perform their jobs. This implies that every organisation has its own unique personality as humans do and is consciously and deliberately cultivated and passed on to incoming employees. The most important thing about culture is that, it is the only sustainable

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