What makes employees stay? Role of psychological empowerment in organisational commitment-turnover intentions relationship: a study on Indian managers
by Deepti Pathak; Shalini Srivastava
International Journal of Indian Culture and Business Management (IJICBM), Vol. 14, No. 2, 2017

Abstract: The current study attempts to test the associations between the psychological empowerment, organisational commitment and turnover intentions amongst 293 middle-level executives handling technical profile. The sample respondents were from the Indian industrial sectors of information technology (IT) and telecom. The response rate to the survey was 83.71%. Means, standard deviation, correlation analysis and hierarchical regression analysis, using the SPSS 18 statistical package, are administered on the sample. Employees displayed a higher organisational commitment when they perceived an emotional bond with the organisation and this increases their likelihood to remain in the organisation. The findings show that psychological empowerment significantly affected the relationship between organisational commitment and turnover intentions and lower down the turnover intentions amongst executives by uplifting their commitment levels. The growing research on psychological empowerment has significant implications for practice in the Indian organisational setting as it significantly impacts organisational commitment and organisational outcomes. Organisations should work in the direction of providing its employees with a competitive work environment, meaningful jobs, autonomy, recognition, and challenges, in order to enhance their psychological empowerment. The study contributes to research on psychological empowerment, which has a great relevance in the ITC sector and contributes significantly in reducing the turnover rate of managers in the Indian context.

Online publication date: Tue, 31-Jan-2017

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