ORGANISATIONAL CULTURE, COMMITMENT, AND TURNOVER IN MACAO

The present study explored the effect of organisational culture on turnover
intentions of full-time workers in financial sector in Macao, and the mediating effect of
organisational commitment. The following research questions were examined in this
study: (1) how do organisational cultural values affect workers’ turnover intentions? (2) what is the role of organisational commitment in the relationships between organisational cultural values and turnover intentions?
A cross-sectional design was used by applying a self-response bilingual (Chinese and English) questionnaire to a sample of 123 full-time workers in the financial sector in Macao. Results show that the organisational culture factors with a stronger impact on turnover are entrepreneurial, hierarchical and team cultural values. Entrepreneurial values (ßa=-.323, p=.004), followed by team values (ßa=-.260, p=.011), show the strongest effects and a negative relationship with turnover intentions.
Meanwhile, hierarchical values (ßa=.208, p=.012) show the weakest effect and a
positive relationship with turnover intentions. Regarding the affective commitment in
the relationships between organisational cultural values and turnover intentions, the
values with the strongest impact were entrepreneurial, followed by hierarchical and
team values. Affective commitment fully mediates the effects of entrepreneurial and hierarchical values and partially mediates the effect of team values on turnover intentions.
Regarding theoretical implications, our findings seem consistent with the social
exchange theory. Regarding practical implications, we discuss some strategies to
promote entrepreneurial and team values and prevent hierarchical values as strategies
to increase affective commitment and decrease turnover in the financial sector.