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      Communication satisfaction, job satisfaction, organisational commitment and intention to leave

      Hopper, Melissa Loraine
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      Hopper, M. L. (2009). Communication satisfaction, job satisfaction, organisational commitment and intention to leave (Thesis, Master of Social Sciences (MSocSc)). The University of Waikato, Hamilton, New Zealand. Retrieved from https://hdl.handle.net/10289/2801
      Permanent Research Commons link: https://hdl.handle.net/10289/2801
      Abstract
      The retention of highly motivated, skilled and committed employees is a major concern by organisations to achieve a competitive advantage. The turnover intentions of human capital are of interest to managers, employees, and organisations today. This study explores a theoretical model of turnover intentions that included three proximal variables, job satisfaction, affective and continuance commitment, the distal variables of subordinate communication, horizontal communication, personal feedback, media quality, communication climate, supervisor communication, job-related communication, and management communication, with turnover intentions. A questionnaire was completed by 101 participants of a rental firm in New Zealand. Job satisfaction, affective commitment, continuance commitment, subordinate communication, horizontal communication, personal feedback, media quality, communication climate, supervisor communication, job-related communication, and management communication correlated with turnover intentions. The results of the mediated regression analysis indicated that job satisfaction, affective commitment, and continuance commitment are significant mediators between the eight distal (organisational communication) variables, with turnover intentions.

      This study highlights the necessity for managers to develop good quality relationships with their employees to improve the quality of their communication, to foster job satisfaction, affective commitment, and continuance commitment to reduce turnover intentions. The conclusion of this study discusses the practical implications for managers, and organisations and the direction for future research.
      Date
      2009
      Type
      Thesis
      Degree Name
      Master of Social Sciences (MSocSc)
      Publisher
      The University of Waikato
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      All items in Research Commons are provided for private study and research purposes and are protected by copyright with all rights reserved unless otherwise indicated.
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