The Effects of Organisational Cultural Functions and Job Satisfaction on Turnover Intention-A Study of Health Care Industry

Organizational Culture has been defined as per the work of Dr. Talcott Parsons, a sociologist at Harvard “as the functions that every organization must carry in order to survive, grow and stabilize for any substantial length. Organizations must carry out four crucial functions if they are to survive as managing change, achieving goals, coordinating teamwork and customer orientation. The study was conducted on a sample of 759 employees of health care industry to examine the effects of organisational culture and job satisfaction on turnover intention in two categories of employee's doctors and paramedics. Statistically significant differences between the two categories were found for Managing Change, coordinated teamwork and turnover intention. It has been found Doctors scoring more on managing change and turnover intention whereas paramedics scoring more on coordinated teamwork. However, differences between the two categories of employees for turnover intention were removed after statistically controlling for organizational culture, job satisfaction and respondents’ demographic characteristics. For the combined samples, Managing Change, coordinated teamwork, and job satisfaction had negative effects on turnover intention, that the effect of coordinated teamwork, managing change and job satisfaction on turnover intention is stronger within doctors than the paramedics. Participants’ qualification level was found to have a negative effect on turnover intention. Organizational culture was found to moderate the effect of respondents’ age and marital status on turnover intention, with the effect being more positive for age with paramedics and marital status with doctors.