Organizational Culture, Employee Commitment, and Turnover Intention: A Study of the Banking Sector

Abstract

Employee turnover imposes substantial costs on organizations, and understanding its antecedents is a persistent concern of management research and practice. This study examined the relationships among organizational culture, employee commitment, and turnover intention among employees in the banking sector in India, and assessed whether organizational commitment mediates the influence of culture on turnover intention. A quantitative, cross-sectional survey design was adopted, and data were collected from 310 bank employees using validated measures of organizational culture, organizational commitment, and turnover intention. The data were analysed using descriptive statistics, Pearson correlation, and hierarchical multiple regression, with mediation examined through the established causal-steps procedure. The results indicated that a supportive organizational culture was positively related to organizational commitment and negatively related to turnover intention, and that commitment was strongly and negatively related to turnover intention. Regression analysis showed that the relationship between culture and turnover intention was substantially reduced when commitment was entered, a pattern consistent with commitment mediating the influence of culture on turnover intention. The findings suggest that organizational culture reduces employees' intention to leave partly by strengthening their commitment to the organization. The study recommends the deliberate cultivation of supportive cultures and commitment-oriented human resource practices, and discusses implications for managers and human resource practitioners in the banking sector.