Organisational Culture and Employee Turnover: Evidence from Ghana
Eric Osei Kwakye *
Ghana Baptist University College, Ghana
*Author to whom correspondence should be addressed.
Abstract
The study focused on the effects of organizational culture on employee turnover. The paper was limited to the administrative staff of Private Universities in Ghana. The study employed quantitative research design with a convenience sampling technique for the selection of 203 respondents in the study. Correlation and regression analysis were done to test the relationship between the organizational culture and employee turnover as well as their impacts. The study found that Bureaucratic Culture (BC) significantly influences employee turnover (B=. 406; t-test=10.483; p<0.01). Also, the study revealed that Clan Culture (CC) significantly influences employee turnover (B=0.141; t-test=-2.362; p<0.02). Again, it was found from the study that Entrepreneurial Culture has a positive significant effect on employee turnover (B=.679; t-test=-13.154; p<0.01). Finally, the study revealed that Power Culture (PC), though, has a positive impact, does not significantly influence employee turnover (B=.0519; t-test=-1.184; p>0.05). The study recommended that the management of the organizations should strengthen formality hierarchical rules as they are significant values of bureaucratic culture that influence employee turnover.
Keywords: Organisational culture, employee turnover, administrative, bureaucratic culture, clan culture, entrepreneurial culture, power culture