| Name: | Description: | Size: | Format: | |
|---|---|---|---|---|
| 3.12 MB | Adobe PDF |
Authors
Advisor(s)
Abstract(s)
Este estudo teve como objetivo estudar o efeito da cultura organizacional nas intenções de saída e se esta relação é medida pelo compromisso afetivo.
Com essa finalidade formularam-se as seguintes hipóteses: (1) a cultura organizacional (cultura de apoio, cultura de inovação, cultura de objetivos, cultura de regras) tem um efeito negativo e significativo nas intenções de saída; (2) a cultura organizacional (cultura de apoio, cultura de inovação, cultura de objetivos, cultura de regras) tem um efeito positivo e significativo no compromisso afetivo; (3) o compromisso afetivo tem um efeito negativo e significativo nas intenções de saída; (4) o compromisso afetivo tem um efeito mediador na relação entre cultura organizacional (cultura de apoio, cultura de inovação, cultura de objetivos, cultura de regras) e as intenções de saída.
Participaram neste estudo 345 indivíduos a trabalhar nas organizações portuguesas. Os resultados indicam-nos que todas as dimensões da cultura organizacional têm um efeito negativo e significativo nas intenções de saída e um efeito positivo e significativo no compromisso afetivo, sendo a cultura de apoio a que tem um efeito mais forte tanto no compromisso afetivo como nas intenções de saída. O compromisso afetivo tem um efeito negativo e significativo nas intenções de saída. O compromisso afetivo tem um efeito de mediação parcial na relação entre três das dimensões da cultura organizacional (cultura de apoio, cultura de objetivo e cultura de regras) e as intenções de saída. Quanto ao efeito
viii
mediador do compromisso afetivo na relação entre a cultura de inovação e as intenções de saída este efeito é total.
Estes resultados indicam que as organizações devem potenciar uma boa cultura organizacional sobretudo a cultura de apoio de modo que os seus colaboradores se sintam mais comprometidos afetivamente com a organização e reduzam as suas intenções de saída.
This study aimed to investigate the effect of organizational culture on turnover intentions and whether this relationship is mediated by affective commitment. For this purpose, the following hypotheses were formulated: (1) organizational culture (support culture, innovation culture, goal culture, rule culture) has a negative and significant effect on turnover intentions; (2) organizational culture (support culture, innovation culture, goal culture, rule culture) has a positive and significant effect on affective commitment; (3) affective commitment has a negative and significant effect on turnover intentions; (4) affective commitment mediates the relationship between organizational culture (support culture, innovation culture, goal culture, rule culture) and turnover intentions. A total of 345 individuals working in Portuguese organizations participated in this study. The results indicate that all dimensions of organizational culture have a negative and significant effect on turnover intentions and a positive and significant effect on affective commitment, with support culture having the strongest effect on both affective commitment and turnover intentions. Affective commitment has a negative and significant effect on turnover intentions. Affective commitment partially mediates the relationship between three dimensions of organizational culture (support culture, goal culture, and rule culture) and turnover intentions. The mediation effect of affective commitment in the relationship between innovation culture and turnover intentions is total. x These results indicate that organizations should foster a strong organizational culture, especially support culture, so that their employees feel more affectively committed to the organization and reduce their turnover intentions.
This study aimed to investigate the effect of organizational culture on turnover intentions and whether this relationship is mediated by affective commitment. For this purpose, the following hypotheses were formulated: (1) organizational culture (support culture, innovation culture, goal culture, rule culture) has a negative and significant effect on turnover intentions; (2) organizational culture (support culture, innovation culture, goal culture, rule culture) has a positive and significant effect on affective commitment; (3) affective commitment has a negative and significant effect on turnover intentions; (4) affective commitment mediates the relationship between organizational culture (support culture, innovation culture, goal culture, rule culture) and turnover intentions. A total of 345 individuals working in Portuguese organizations participated in this study. The results indicate that all dimensions of organizational culture have a negative and significant effect on turnover intentions and a positive and significant effect on affective commitment, with support culture having the strongest effect on both affective commitment and turnover intentions. Affective commitment has a negative and significant effect on turnover intentions. Affective commitment partially mediates the relationship between three dimensions of organizational culture (support culture, goal culture, and rule culture) and turnover intentions. The mediation effect of affective commitment in the relationship between innovation culture and turnover intentions is total. x These results indicate that organizations should foster a strong organizational culture, especially support culture, so that their employees feel more affectively committed to the organization and reduce their turnover intentions.
Description
Keywords
Cultura organizacional Intenções de saída Compromisso afetivo Satisfação Bem-estar Cultura de apoio Cultura de inovação Cultura de objetivos Cultura de regras