The effect of transformational leadership on intention to quit through perceived organisational support organisational justice and trust

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dc.citation.doi10.4102/SAJEMS.V22I1.2338en_ZA
dc.citation.epage8en_ZA
dc.citation.issue1en_ZA
dc.citation.spage1en_ZA
dc.contributor.authorEngelbrecht, , A
dc.contributor.authorSamuel, O.M.
dc.date.accessioned2019-11-13T13:29:38Z
dc.date.available2019-11-13T13:29:38Z
dc.date.issued2019
dc.description.abstractBackground: The literature has extensively presented evidence to establish that employee turnover is costly and destructive to organisational processes and outcomes. Organisations in South Africa are experiencing a high rate of turnover and it is becoming increasingly difficult to retain employees whose skills are critical to organisational success. This provides a compelling necessity to direct research attention to turnover intention in order to avoid actual turnover. Aim: The purpose of this article was to use partial least squares to test the relationships among selected antecedents of intention to quit. Setting: The study was conducted using employees in organisations that were surveyed in both public and private sectors in the Western Cape, Eastern Cape and Gauteng provinces of South Africa. Methods: The study employed a survey research design using a quantitative research strategy. Data collected from 207 conveniently sampled respondents were used to validate a structural model developed through the review of existing literature. A standardised measurement instrument consisting of all the variables under investigation was used for data collection. Results: The results indicate the following path sequences in predicting employee turnover intention: Transformational leadership through perceived organisational support and transformational leadership through organisational justice impact intention to quit. However, the path sequence from transformational leadership through organisational trust impacting intention to quit was not confirmed. Conclusion: A replication of this study using a longitudinal research design is recommended in order to overcome the methodological limitations of the current study. The conceptual model developed in this study provides relationships that could be used as guidelines to effectively manage the retention of key employees in organizations. © 2019. The Authors. Licensee: AOSIS.en_ZA
dc.description.librarianTT2019en_ZA
dc.identifier.citationEngelbrecht, A. & Samuel, O.M., 2019, ‘The effect of transformational leadership on intention to quit through perceived organisational support, organisational justice and trust’, South African Journal of Economic and Management Sciences 22(1), a2338en_ZA
dc.identifier.issn1015-8812 (PRINT)
dc.identifier.issn2222-3436 (ONLINE)
dc.identifier.urihttps://hdl.handle.net/10539/28431
dc.journal.linkhttps://doi.org/10.4102/sajems.v22i1.2338en_ZA
dc.journal.titleSouth African Journal of Economic and Management Sciencesen_ZA
dc.journal.volume22en_ZA
dc.language.isoenen_ZA
dc.publisherAOSIS (pty) Ltden_ZA
dc.rights© 2019. The Authors. Licensee: AOSIS. This work is licensed under the Creative Commons Attribution License.en_ZA
dc.subjectEmployee turnoveren_ZA
dc.subjectIntention to quiten_ZA
dc.subjectOrganisational justiceen_ZA
dc.subjectOrganisational trusten_ZA
dc.subjectPerceived organisational supporten_ZA
dc.subjectStructural equation modellingen_ZA
dc.subjectTransformational leadershipen_ZA
dc.titleThe effect of transformational leadership on intention to quit through perceived organisational support organisational justice and trusten_ZA
dc.typeArticleen_ZA
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