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Organizational commitment for knowledge workers: The roles of perceived organizational learning culture, leader–member exchange quality, and turnover intention
Author(s) -
Joo BaekKyoo Brian
Publication year - 2010
Publication title -
human resource development quarterly
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.756
H-Index - 65
eISSN - 1532-1096
pISSN - 1044-8004
DOI - 10.1002/hrdq.20031
Subject(s) - organizational commitment , organizational learning , psychology , organizational culture , turnover intention , variance (accounting) , affective events theory , turnover , quality (philosophy) , perceived organizational support , social psychology , job satisfaction , business , public relations , job performance , knowledge management , management , job attitude , political science , philosophy , accounting , epistemology , computer science , economics
This article investigates the impact of perceived organizational learning culture and leader–member exchange (LMX) quality on organizational commitment and eventually on employee turnover intention. Employees exhibited the highest organizational commitment when they perceived a higher learning culture and when they were supervised in a supportive fashion. Employee turnover intention was fully mediated by organizational commitment. Overall, 43% of the variance in organizational commitment was explained by organizational learning culture and LMX quality. About 40% of the variance in turnover intention was explained by organizational commitment. Thus, perceived organizational learning culture and LMX quality (antecedents) impacted on organizational commitment, which in turn contributed negatively to employee turnover intention (consequence).