| Abstract [eng] |
Nowadays, the business world conditioned by globalisation, constant changes and increasing diversification of operations emphasises the importance of employees as the most significant and active element of an organisation, which is able to ensure its competitive advantage. Every organisation is interested in employing talented, satisfied and committed employees; however, their turnover is unavoidable. Participants of a modern labour market are not noted for sedentary lifestyle and they are forced to adapt to the changing conditions of living and work, when searching for organisations, which meet their needs and expectations. Seeking to reduce the costs of employee turnover in an organisation, a need to identify the determinants of employee turnover and to search for means or possibilities to mitigate the negative impact on an organisation as well as employees, arises. Enhancement of organisational commitment to ensure the competitive advantage of the organisation and employee’s work satisfaction is one of such means. Object of the thesis: employee turnover and organisational commitment. Subject of the thesis – interaction of employee turnover and organisational commitment. Objective of the thesis is to analyse the interaction of employee turnover and organisational commitment. The objective is broken down into tasks, which determined the following structure of the paper: first, theoretical preconditions for employee turnover are analysed and conceptual analysis of organisational commitment is performed. The project part contains a research into the interaction of employee turnover and organisational commitment in companies operating in the service sector in Panevėžys city. Methods of work, which helped to attain the mentioned tasks, included scientific literature analysis, questionnaire survey, interview, analysis of statistical data, descriptive statistics, and correlation analysis. Scientific literature analysis revealed that employee turnover may be voluntary or not, a process both negative and a positive, resulting in the movement of employees inside and outside the organisation. Employees leave the organisation due to various organisational (remuneration, career prospects, conditions of work, dissatisfaction with work, stress and leadership) and individual (age, gender, education, marital status and position held) factors. Organisational commitment strengthens the employees’ work satisfaction, reduces discomfort, stress, and the possibility of psychological burnout, as well as the probability of an employee leaving their work. Three types of organisational commitment are distinguished: affective, continuance and normative commitment, and these define the attitudes and intentions of employees to change their job or stay in an organisation. The research into the interaction of employee turnover and organisational commitment in service companies in Panevėžys revealed that the employee turnover in question was largely determined by individual factors: gender and position held as well as by organisational factors: stress and leadership. After identifying the interaction of employee turnover and organisational commitment, it can be stated that a moderate direct correlation was established between age, stress, leadership and affective commitment, and the conditions of work and normative commitment. It was noted that organisational determinants of turnover are more associated with the affective organisational commitment, whereas the individual factors were more associated with the continuance organisational commitment. |
