Original Research

Perception of organisational commitment, job satisfaction and turnover intentions in a post-merger South African tertiary institution

Adam Martin, Gert Roodt
SA Journal of Industrial Psychology | Vol 34, No 1 | a415 | DOI: https://doi.org/10.4102/sajip.v34i1.415 | © 2008 Adam Martin, Gert Roodt | This work is licensed under CC Attribution 4.0
Submitted: 05 March 2008 | Published: 15 May 2008

About the author(s)

Adam Martin, University of Johannesburg, South Africa
Gert Roodt, University of Johannesburg., South Africa

Full Text:

PDF (295KB)

Share this article

Bookmark and Share

Abstract

A merger can be considered both a phenomenological and signifcant life event for an organisation and its employees, and how people cope with and respond to a merger has a direct impact on the institutional performance in the short to medium term. It is within this context that post-merger perceptions of a tertiary institution were investigated. A predictive model (determined the “best” of 15 predefned models) of turnover intentions was developed for employees of a South African tertiary institution (having undergone its own recent merging process). A systematic model-building process was carried out incorporating various techniques, among others structural equation modelling and step-wise linear regression. The fnal predictive model explained 47% of the variance in turnover intentions. Contrary to expectations, commitment does not correlate more strongly than satisfaction does with turnover intentions.

Keywords

merger; transformation; environment; restructuring; workplace

Metrics

Total abstract views: 6683
Total article views: 14640

 

Crossref Citations

1. EMPLOYEES’ PERFORMANCE: ORGANIZATIONAL CULTURE AND LEADERSHIP STYLE THROUGH JOB SATISFACTION
Sri Langgeng Ratnasari, Gandhi Sutjahjor, Adam
Humanities & Social Sciences Reviews  vol: 7  issue: 5  first page: 597  year: 2019  
doi: 10.18510/hssr.2019.7569