Employee turnover intention: a predictive study of organizational politics, leader-member-exchange and job insecurity

Author: 
Ezeh, L.N., Etodike, C.E and Ike, P.R

This study examined Employee Turnover Intention: a predictive study of organizational Politics, leader-member-exchange and job insecurity in private sector organizations. The participants comprised of 453 workers; 204 males and 249 females selected randomly from the banking sector. The age of the participants ranged from 25 years to 43 years with a mean age of 37.74 years and standard deviation of 3.08. The participants were selected through a simple random sampling whereas the banks were selected through a systematic technique. Employee Turnover Intentions developed by Paille, Grima & Bernardeau, (2013), Perceptions of Organizational Politics Scale (POPS) developed by Kacmar & Ferris in (1991), Leader-member exchange (LMX) developed by Liden & Maslyn, (1998) and Job Insecurity Scale by Hellgren, Sverke, & Issakson, (1999) were used as instruments for data collection. Predictive design and multiple linear regressions analysis were the design and statistics employed in analyzing the data. Data analyzed confirmed that only organizational politics and job insecurity predicted employee turnover intention among employees in the banking industry at β (1, 453) = .127*, p < .05 and β (1, 453) = .139*, p < .05 respectively. In view of the nature of job mobility in the banking industry, it is recommended that ethnic sentiments which fuel the current politics in the industry be checked through management by objectives. It is also recommended that the banking sector should down play the high prevalence rate of contract staffing which increases job insecurity and trigger employee turnover intentions.

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