What makes people stay? Examining the relationships among loyalty to supervisor, organizational commitment and intent to turnover

Author

Christie Cunningham, University of Tennessee at Chattanooga

Committee Chair

Weathington, Bart L.

Committee Member

O'Leary, Brian J.; Cunningham, Chris

Department

Dept. of Psychology

College

College of Arts and Sciences

Publisher

University of Tennessee at Chattanooga

Place of Publication

Chattanooga (Tenn.)

Abstract

Using survey data from a sample of 130 employees across a range of jobs in various organizations, the author examined the relationships among loyalty to supervisor, organizational commitment (affective, continuance, and normative), and intent to turnover. Regression analyses indicated that of the three forms of organizational commitment, only affective commitment fully mediated the relationship between loyalty to supervisor and intent to turnover. These results stress the importance of defining and creating a work environment in which both loyalty to supervisor and affective commitment are enhanced. Research implications, limitations, and areas for future research are also discussed.

Degree

M. S.; A thesis submitted to the faculty of the University of Tennessee at Chattanooga in partial fulfillment of the requirements of the degree of Master of Science.

Date

5-2009

Subject

Organizational commitment; Employee loyalty

Discipline

Industrial and Organizational Psychology

Document Type

Masters theses

DCMI Type

Text

Extent

viii, 40 leaves

Language

English

Rights

https://rightsstatements.org/page/InC/1.0/?language=en

License

http://creativecommons.org/licenses/by-nc-nd/3.0/

Recommended Citation

Cunningham, Christie, "What makes people stay? Examining the relationships among loyalty to supervisor, organizational commitment and intent to turnover" (2009). Masters Theses and Doctoral Dissertations.
https://scholar.utc.edu/theses/244