Impact of Organizational Commitment On Turnover Intentions

O R GAN I ZATI O NAL B E H AV I O U R
Impact Of Organizational Commitment On Turnover

Intentions Of Employees.
A project report
submitted in partial fulfillment
of the requirements for the course
of
Master In Business Administration
at
National University Of Modern Languages
to
Miss Sehar
by
Syed Muhammad Irfan Ayub
National University Of Modern Languages
2008
DEDICATION
We dedicate this research paper to our Honorable Teacher, Miss Sehar, for her guidance in each
and every step of this research paper. We also dedicate this research paper to our loving Parents
whose prayers are source of determination and motivation for us.
ACKNOWLEDGEMENT
"EDUCATION HAS MADE THE DIFFERENCES BETWEEN MEN AND MEN THEN MEN HAVE MADE THE
DIFFERENCE BETWEEN MAN AND BRUTE".
In order for a our humble gratitude and all thanks to Almighty Allah, who has been so kind in
conferring His blessings upon us and providing us the energy , courage, quest and sanity to
discharge our responsibilities, to successful accomplish our uphill tasks and enabling us to write
this research paper.
Also our special thanks to Respected Teacher Miss.Sehar whose guidance was always with us
and who always motivated us to work hard. We not only learned courses with him but also the
way to be disciplined and sincere with the profession. The development of this project has
enabled us to get the practical experience, which will prove to be very beneficial in our
forthcoming practical lives InshaAllah. Once again we thank you Madam to be there to inspire
our future.

TABLE OF CONTENTS
PAGE #
Dedication I
Acknowledgement II
Table of contents III
CHAPTER #1
1.1 Introduction of the Topic
1.2 Problem Statement
1.3 Scope of the Study
1.4 Significance of the Study
1.5 Introduction of organization
1.6 Organization's Vision
1.7 Organization's Mission Statement
1.8 Basic purpose of Organization
1.9 Objectives of Organization
1.10 Detail of Departments
CHAPTER # 2
Literature Review
CHAPTER # 3
Nature of Study
Type of Research
Theoretical Framework
Schematic Diagram
Hypothesis Development
Types of Data
Sources of Data
Description of Population
Sample Size
Instrument Description used for data collection
Sampling Type
Tools and Techniques
CHAPTER # 4
Discussion of Results
CHAPTER # 5
References
Annexure
Impact Of Organizational Commitment On Turnover Intentions Of

Employees
Abstract:
It has been identified multidimensional set of HR practices likely to increase retention among
employees and considered citizenship behaviors as well organizational citizenship
behaviour.organization politics, feedback system, autonomy, goal clarity & supervisory
relationship organizational commitment as key antecedents of turnover intentions. A
questionnaire was developed and sent to the Employees of First Micro finance Bank and Askari
Bank. By the trust in management one can easily finds job related behavior and attitude like
productivity, job satisfaction, and absenteeism and turnover rate. Data was collected after the
distribution of questionnaires. This study further explores correlation between independent
variable (organizational citizenship behaviour.organization politics, feedback
system,autonomy,goal clarity & supervisory relationship) and dependent
variables(organizational commitment & turnovers) through trust in management as moderating
variable of research Data from 61 respondents were used to validate the measures and test our
research model. We present and discuss the results and make a series of recommendations for
bank employees and HR executives.
Paper Type:
Research Paper
Methodology:
Questionnaires
Statistical Tools:
Correlation, Regression
Introduction.
Before 5 to 6 years it was only thought that banks are only meant for depositing and withdrawal
purpose, but now banks are providing facilities from home financing to the products of daily use.
It means that there has been a positive development occurred in the services provided by the
banks.
Banks are basically considered as customer-oriented organizations and to provide best of their
services, they tries up to maximum extent to capitalize their human resource.
Trust in organizational management has got very key role in the efficiency and productivity of an
organization, “A positive expectation that another will not act opportunistically or “will act
benevolently towards others”.
As if there is an environment like each and every thought, idea or performance is appreciated
then it will lead to high trust of employees with management. One significant way, in which HR
managers can have an impact, is by instilling trust and confidence in the organization.
Banking sector in Pakistan has been flourished since last 5 years at it has lot of competitors. So
each bank tries to retain market share in form of customers but also snatch from their
competitors. Potential employees operating in that organization who put maximum of trust on the
organizational growth can only do this thing.
“Organizations move away from supervisory based, closely monitored style of control to
greater employee empowerment and changing organizational structures such as “self-directed teams” .
But since few months backs recession has been started in every industry due to economic
conditions prevailing in Pakistan. Due to these reason turnover rate has been increasing up to
huge extent. Other factor such as proper feedback, clear goal and supervisory relationship along
with organizational citizenship behavior & politics with in organization are inversely related to
organizational commitment and ultimately affects turnover intentions with in organization.
Turnover is a complex construct which has generated a large body of literature and theory
building both in sales (Futrell and Parasuraman 1984; Doran et al 1991) and non-sales (Blau
1993; Huselid and Day 1991; Mobley et al 1979; Steers and Mowday 1981; Judge
1993;Porter and Steers 1973) disciplines. Intention to leave, however, is acknowledged as
thestrongest predictor of actual turnover (Wunder et al 1982; Good et al 1988; Wotruba and
Tyagi 1991; Brodie 1995).
In this paper trust in management is defined through the literature review, which is followed up,
by the purpose and the significance of study. Dependent & independent variables are identified.
Before methodology hypothesis are made. The results are discussed.
Problem Statement
In organizations, despite of better opportunities and healthy pay structure potential employees
leaves organization. This is problem statement that why employees quit even if organization is
paying handsome salaries & better growth oriented opportunities. So this research will be helpful
in knowing about this problem.
Scope Of Study.
The objective of this study is to measure the impact of measurable factors on immeasurable
factors. It means impact of autonomy, goal clarity, feedback, organizational citizenship behavior,
supervisory relationship, and organizational politics on the turnover intentions through trust of
employees on management and organizational commitment in the banking sector of Pakistan.
This study also highlights the importance of HR manager, their role and proper implementation
of HR practices.
Significance Of Study.
This research is important in the sense that it can assist HR managers to imply the efforts or
strategies that can increase the motivation and trust of employees on organization management.
As for as basic HR practices are concerned they have key role but also proper communication
channel between employees and organization, empowerment and helping employees is vital.
Managers are important role players in maintaining the better environment, which can increase
trust on management so that they will give positive and maximum feedback and to realize their
employees that each is playing specific & important role to the organization.
Introduction Of Organizations:
Askari Bank Limited

Type Private
Founded October 09, 1991
Headquarters Rawalpindi, Pakistan
Lt. Gen. Waseem Ahmed Ashraf, Chairman
Key people & CEO
M. R. Mehkari (Acting)
Industry Money Center Banks
Products Banking
Revenue ▲Rs 5.453 billion PKR (2005)
Net income ▲Rs 2.022 billion PKR (2005)
Total assets Rs. 145.1 billion PKR (2005)
Employees 2,754 (2005)
Website www.askaribank.com.pk
Askari Bank Ltd (formerly Askari Commercial Bank) was incorporated in Pakistan on
October 9, 1991, as a Public Limited Company. It started its operations during April 1
1992. The bank principally deals with mainly banking, as defined in the Banking
Companies Ordinance, 1962. The Bank is listed on the Karachi, Lahore & Islamabad
Stock Exchanges and its shares are currently the highest quoted from among the new
private sector banks in Pakistan.
Askari Bank has expanded into a nation wide presence of 136 branches, and an offshore
banking Unit in Bahrain. A shared network of over 1,100 online ATM covering all major
cities in Pakistan supports the delivery channels for customer service. As on December
31, 2005, the bank had equity of PKR 8.6 billion and total assets of PKR 145.1 billion,
with over 600,000 banking customers, serviced by our 2,754 employees.
Vision
To be the Bank of first Choice in the Region
The Mission
To be the leading private sector bank in Pakistan with an international presence,
delivering quality service through innovative technology and effective human resource
management, in a modern and progressive organizational culture of meritocracy,
maintaining high ethical and professional standards, while providing enhanced value to
all our stakeholders, and contributing to society. The intrinsic values, which are the
corner stones of our corporate behavior, are Commitment, Integrity, Fairness, Teamwork
and Service.
Corporate Philosophy
Inspiring Relationships
From knowing our customers requirements to understanding employee needs, from

utilizing modern technology to making responsible social contributions, from enhancing
stake-holders value to practicing corporate ethics. We are continuously and consistently
striving to address newer challenges with a single motivation:
“the power to inspire and be inspired”
An important player in Pakistan’s financial services industry, Askari Bank is now leading
the way to the most modern and dynamic banking in the country.
Incorporated in October 1991, Askari Bank commenced its operations in April 1992, and
has since expanded into a nation wide presence of 75 branches, connected online and
supported by a network of ATMs. Askari Bank also has an Offshore Banking Unit in
Bahrain.
Askari Bank continues its success in competition. Recently we have been given the
“Best Retail Bank in Pakistan” by The Asian Banker. We have also received the
Corporate Excellence Award for the financial sector from the Management Association
of Pakistan (MAP) for the years 2002 and 2003. We have been given “The Best Bank in
Pakistan” award by Global Finance magazine twice i.e. for the years 2001 and 2002. We
have been given the “Best Consumer Internet Bank” award by Global Finance magazine
for the years 2002 and 2003. Bank won the Euro money and Asia money awards as early
as 1994, 1996 and 1997. We have A1+, the highest possible credit rating, for short-term
obligations, and our long-term rating stands at AA+. We won the prestigious “Best
Presented Annual Accounts” award from the Institute of Chartered Accountants in
Pakistan (ICAP), and The Institute of Cost and Management Accountants in Pakistan
(ICAMP), for the Services Sector, for the years 2000, 2001and 2002. We have also
received ranking prizes during the last six years from the South Asian Federation of
Accountants (SAFA) for “The Best Presented Annual Accounts” for the financial sector,
in the SAARC region
Products
Over the years, Askari Bank has proven its strength as a leading banking sector entity
with ever-increasing commitment to its clients, through a strategic investment in
electronic technology. Askari Bank achieved the following firsts in Pakistani banking:
i) The first Pakistani bank to offer on-line real-time banking on a country-wide basis
ii) The first Pakistani bank with nation-wide network of ATMs
iii) The first bank in Pakistan, foreign or local, to introduce Internet banking in the
country
iv) The first bank in Pakistan, together with ABN-Amro, to develop an inter-bank
switch for the ATMs
Askari Bank offers the following retail products to serve the needs of the consumer
market:
• Askari Bank’s Value Plus – Rupee Deposit Account
• Askari Bank’s Personal Finance – Loans Scheme
• ASKAR – Auto Loans
• Askari i-Net Banking – Internet Banking solutions
• Askari MasterCard – Credit Card facility
• Askari Travellers Cheques – Rupee Travellers Cheques
• ASKCARD –Debit Card
• ASKPOWER – Prepaid Card
• Askari Bank’s Mortgage Finance – Home Loans
• Askari Bank’s Business Finance – Business Loans
• SmartCash – Running Finance Facility for Consumers
• Askari Kissan – Agri Finance Programme
Corporate citizen
Our role as a corporate citizen is as important to us as the products and services we
offer.Askari Bank has made generous contributions in the areas of sports, culture, poverty
alleviation,women & child care, health & medical sciences, education, human
development and scientific research.We have sponsored international squash tournaments
where professionals from all over the world participated. Askari Bank has also sponsored
various other sports tournaments, including Golf at both amateur and professional levels.
The Bank has contributed towards social awareness programs for AIDS,water
conservation and blindness, and has promoted the Country’s cause on international forum
by co-sponsoring the first interactive electronic encyclopedia on Pakistan.
Areas Of Operation
Locations of Askari Commercial Bank Ltd branches in Pakistan

Services
Askari Bank offers a wide range of services to its customers and recognizes the importance of efficient
business delivery and providing timely solutions.
• Corporate & Investment Banking

• Personal Banking
• Mortgage Finance
• Business Finance
• ASKCAR - Car Finance
• ASKCARD
• Travellers Cheques
• AskPower
• AskSmart
• Value Plus
• Profit / Markup Rates on Retail Products
Internet banking
Askari Bank has also introduced online banking. Customers are able to view their bank information and use
their accounts for money transfer and use other features.
Board of directors
• Lt. Gen. Waseem Ahmed Ashraf - Chairman
• Lt. Gen. (R) Zarrar Azim - Chairman Executive Committee
• Mr. M.Rafiq Mehkari - President & Chief Executive
• Brig (R) Muhammad Shiraz Baig - Director
• Brig (R) Asmat Ullah Khan Niazi - Director
• Brig (R) Muhammad Bashir Baz - Director
• Brig (R) Shaukat Mahmood Chaudhari - Director
• Mr. Zafar Alam Khan Sumbal - Director
• Mr. Kashif Mateen Ansari - Director
• Mr. Muhammad Najam Ali - Director
• Mr. Muhammad Afzal Munif - Director
• Mr. Tariq Iqbal Khan - Director (NIT Nominee)
Brief History
The First MicrofinanceBank Ltd (FMFB) is the result of the transformation of the micro
finance program of the Aga Khan Rural Support Program (AKRSP), with more than
twenty years of experience, into a separate, specialized micro finance bank. In 1996, the
AKRSP started to streamline its micro finance program separately, with the objective of
creating a separate entity, capable of mobilizing savings. FMFB has benefited from the
long experience and transfer of key employees and technologies from AKRSP. The First
MicrofinanceBank Ltd was established as a non-listed public limited company under the
provisions of the Companies’ Ordinance in November 2001 and licensed as a Micro
finance Institution (MFI) under the provisions of the Micro finance Institutions
Ordinance 2001 in January 2002. The main shareholders are the AKRSP (45.5%), the
Aga Khan Fund for Economic Development (30.30%) and the IFC (24.2%). FMFB
formally started operations in February 2002, taking deposits through its first branch in
July 2002.
Methodology
FMFB offers a full range of financial products, such as deposits and loans but also
transfer of funds.
It provides different loan products, adapted to its diverse clientele, in urban and rural
regions.
1
21. Business Group Loan
Solidarity group lending, Rs.5,000-50,000, 15% annual interest rate.

1
22. Business Committee Loan
Larger solidarity groups, Rs.3,000-50,000, 12% annual interest rate.

1
23. Individual Loan
Micro enterprises. Rs.5,000-100,000, 16% annual interest rate

1
24. Group Loan
Village banking methodology, rural areas, 10% annual interest rate

1
25. Urban Group Loan
Solidarity groups, 3-10 borrowers, Rs.3,000-50,000, 15% annual interest rate
1
26. House Improvement Loan
Rural areas, 5 or more borrowers in village or women organizations, Rs.1,500-

50,000, 15% annual interest rate
17. Employee loan scheme.
Low-income employees. Rs.5,000-40,000, 10% annual interest rate FMFB offers current
accounts, savings accounts and fixed term deposits (1 month - 2 years) with interest rates
varying from 1 to 3%. Only Rs.5 is required to open a saving account.
FMFB also proposes additional services, such as cheques operations, micro insurance
(with loan and life coverage) and wire transfers.
Area of Operations
FMFB currently operates 21 branches, 7 being in the major urban centres of Rawalpindi,
Karachi, Lahore, Hyderabad and Gwadar, and 14 in rural Northern areas.
Clients
Four of FMFB clients were part of the sixteen microentrepreneurs rewarded at the
Pakistan's Global Microentrepreneurship Awards organised in Karachi in November
2004.The ceremony was held First Microfinance Bank Ltd – Pakistan Banking with the
Poor the Karachi Stock Exchange, symbolically opened by the overall winner, a lady
entrepreneur and FMFB client.
Active clients Active savers* Active borrowers Gender

14,296 14,296 6,500 n/a
As of June 2004
Poverty Focus
The target clientele of FMFB is the poor and underprivileged, especially women.
Average outstanding loan Average outstanding loan size / Average deposit

size (US$) GNP per capita size (US$)
346 75% 1,254
As of June 2004
Distinctive Features
FMFB is the only licensed private microfinance bank in Pakistan, built on a strong team
of managers, and its adhesion to international best practices. FMFB has a strong MIS and
focus on sustainability. It offers domestic transfers of funds between branches.
Innovations
FMFB plans to sell government securities to assist the poor to access high yield, low risk
government bonds, and optimise their savings. It also plans to start mobile banking
operations in 2004, with field officers provided with cars. It currently collaborates with
the Citigroup Foundation on an urban credit and health program, with prominent doctors
speaking in poor villages in order to raise awareness on health issues, while free
outpatient healthcare is provided to bank clients at the Aga Khan University.
Financial results
FMFB made a US$300,000 profit over the first six months of 2004, a significant increase
from US$38,000 for the full year of 2003. It received a rating grade of A+/A-1+ from
JCR-VIS Credit Rating Company, in June 2004. According to this rating agency,
profitability of the bank is still constrained by high operating costs and low yield of
invested government bonds.
Loan Portfolio Portfolio at Savings Deposits

OSS / FSS
(US$) risk (US$)
105% /
2,145,000 3.46% 8,150,000
77%*
As of June 2004
Challenges and development plans

FMFB’s objective is to reach Rs500 million in deposits and Rs300 million in credit by
the end of 2004. FMFB has to satisfy the high expectations on its performance and
growth of outreach from the financial and political community, while working in difficult
environments. FMFB projects to reach 33,500 clients at the end of 2004 and become a
reference for other similar institutions in the region (Central Asia, Afghanistan). It plans
to have thirty branches by 2005, and provide training and IT solutions to other
microfinance providers in Pakistan and internationally. FMFB also plans to develop
women-specific products and serve small enterprises.
Inclusion in financial Sector

FMFB is regulated by the central bank of Pakistan and achieved a rating of A1+, highest
rating over a short-term perspective, and A+ over the medium and long term. Savings not
reinvested in credit to clients are invested in government securities.
Sources:
1• JCR-VIS Credit Rating Company Ltd, FMFB Rating Report, September 2003
2• The First MicrofinanceBank Ltd. brochure and web site in construction.
3• “The First MicrofinanceBank Ltd., on the path to alleviating poverty” document,
February 2004.
4• First Microfinance Bank profile. Mixmarket
CHAPTER # 2
LITERATURE REVIEW
Independent Level Variables
Autonomy
There are different viewpoints about the autonomy. Some of them are mentioned as ,
The extent to which a profession is successful has been associated with its right to
perform certain work activities, and to stipulate the conditions under which the work will
be performed. (Pawalko 1988,p.26).
Self regulation among professionals in term of work processes and methods has been
associated with high levels of performance, motivation, job satisfaction and levels of
turnover and absenteeism (Spector 1986)
Autonomy may be stated as power over oneself, the ability to resist demand of others,
and to engage in action without the permission of others (Marwell, 1966:39)
Autonomy is a protean concept, which means different things to different people,and

occasionally appears to change its meaning in the course of a single argument.(Chrisman
John, 1988)
Employees are when given more autonomy it boosts confidence and self esteem which
finally results in the building trust on management.
Autonomy allowed the people to make the mistakes in their work and correct them
without drawing the attention of their supervisors and co workers (cf, Hughes, 1958)
Melhem (2003) defined Autonomy as “An employee’s perception that she or he uses his
capability of discretion and freedom when dealing with customers. It reflects the degree
of confidence among employees”.
H1.Autonomy to employees increases trust on management & ultimately organizational

commitment
H0.There is direct relationship between autonomy and turnovers
Feedback
Feedback plays a determinative role in how employees of organization perceive their

work environment and it effects their perception of their employers evaluation and
reward system. In simple words, telling employees that how well they are performing in
the organization.
Employees desire and actively seek feedback about their performance from their
supervisor, co-workers and work itself. (Ashford et al, 1975)
Results of Ardalan et al., (1994) supported the assumption that allowing employee’s
discretion (leeway or choice) in decision making and providing them with outcome
feedback results in higher quality decisions.
When managers provide feedback to key workers, they should avoid prompting defensive
reactions from key workers, such as excuse making (. Snyder & Higgins 1988), or
negative reactions brought about by the form in which feedback is provided (Frey 1978).
Kim & Hamner (1976) found that when evaluative and non-evaluative feedback was
added to goal setting, greater improvement in the performance occurred.
Feedback is necessary for the effectiveness of goal setting program (Latham & Yukl
1975).
Supervisory feedback is a useful mechanism for controlling sales people performance

(Teas 1983:Tyagi 1985;Walker, Churchill and Ford 1977).
The extent and depth of two-way flow of information provides a solid basis for trusting
management and create perceptions.
Degree to which employees receive information that reveals that how well they are
performing on the job (Sims et al., 1979).
According to Kluger and Denisi (1996), Actions taken by the external agent to provide
regarding some aspects of one s task performance.
Many critical decisions become easy by the feedback system Performance appraisal is the
critical element in translating individual performance into pay decision in the merit base
pay system. (Lawler ,1990)
Feedback back can also be observed in the scenario of incentives, pays, or may be in the
form of extrinsic and intrinsic rewards. Greater rewards from the work increase job
satisfaction and, in turn, increase employee motivation to achieve new production goals
(Miller & Monge 1986;Hamner 1988)
H1.Proper feedback system enhances employees trust on management & reduces
turnovers
H0.There is no relation between organizational commitment & feedback
Goal Clarity
Another independent variable of this study is goal clarity, which plays very vital role as
for as trust building is concerned. The role clarity has the direct impact on the job
satisfaction.A mental image or other endpoint representation associated with affect
towards which action may be directed (Pervin,Lawrence.A (1989).
If there s no goal clarity among the employees then there will be lack of active
participation from the employees side.
Degree to which an organization goals and means for achieving those goals are clearly
understood by employees (Gordon & Cummins, 1977)
Increased goal clarity results in job satisfaction, which in turn implies a critical, need for
thorough understanding of communication media as well as ability in oral and written
communication skills in order for an administrator to be successful. Maher & Piersol
(1970)
‘‘Lack of goal clarity increases the probability that a person will be dissatisfied with his
job, will experience psychological stress(job tension),will seek opportunities for
improving clarity and satisfaction, will be less innovative, and will generally lack of job
interest.’’(Cohen A, 1955)
Lack of clarity on the part of an employee regarding his own job or the overall mission of
his location will have significant negative consequences (Maher & Piersol (1970).
Formal procedures and documentation, whereas others are less formal. When a more
formal approach is used, each planning step is clearly defined as prescribed by Ulrich
(1987) and others (e.g. Schuler and Jackson, 1987). Within the different phases, specific
planning techniques or models are used, such as Markov analysis (Reid and Taylor,
1989), futures analysis (Ducker, 1980) and current-situation analysis (Walker, 1990).
Researchers have frequently correlated financial data about fir performance with the
utilization of various practices (d’Arcimoles, 1997; Delery and Doty, 1996; Huselid,
1995; Nkomo, 1987).
More specifically, the researchers develop and test a theoretical model that
specifies the relationships between in- and extra-role performance and satisfaction,
commitment, role perceptions, and turnover. (Scott B. MacKenzie; Philip M.
Podsakoff; Michael Ahearne)
H1.Goal clarity enhances commitment
H0.Commitment is negatively influenced by goal clarity
Supervisory Relationship.
Satisfaction with the supervisor, on the other hand, should be an important predictor of
how highly the employee values membership in the organization.Since supervisors create
much of the work environment of their subordinates(Oldham, 1976), they might be
described as representing the organization to subordinates and as mediating the trust and
dependability which employeesattribute to the organization (Kerr et al., 1974). It
follows, then, that satisfaction with supervision could be expected to positively relate to
organizational commitment. In work organizations, relationships of varying quality
evolve through these sets of coupled behaviors, in which one party offers resources that
are valued by the other party, who then reciprocates (or declines to reciprocate) by
offering (or withholding) resources of his or her own (Graen & Scandura, 1987). The
tendency for supervisors to respond in a socially desirable manner to the latter type of
question (Graen & Scandura, 1987; Scandura et al., 1986), this measurement scheme
captures only the supervisor’s contribution to the mutual relationship. That is, both
subordinate and supervisor items are evaluating the same thing: the supervisor’s
communication of performance expectations to the subordinate. Other than the final
summary item, the other scale items follow a similar pattern of one-sided assessment.
What is missing with this approach is insight into how the supervisor views the
subordinate’s contribution to their relationship. Becker, Billings, Eveleth, & Gilbert
(1996) also explored whether commitment to the supervisor or to the organization had the
greatest impact on the performance ratings that supervisors gave to newly hired
employees. Supervisors are able to influence subordinates to comply with their wishes on
the basis of their authority, control over rewards, control over punishments, and control
over information (French & Raven, 1959). Coworkers and subordinates, on the other
hand, have fewer avenues for influencing others.
H1.Commitment increase with positive and healthy supervisory relations

H0.There is no impact of supervisor on sub ordinate commitment
Organizational Politics.
Kacmar and Baron (1999) offered the following definition: “organizational politics
involves actions by individuals, which are directed toward the goal of furthering their
own self-interests without regard for the well-being of others or their organization” (p. 4).
There is a growing acknowledgment that politics play a prominent role in organizational
policies and processes (Ferris & Kacmar, 1992; Frost, 1987; Gandz & Murray, 1980;
Gioia & Longenecker, 1994; Longenecker, Sims, & Gioia, 1987; Parker, Dipboye, &
Jackson, 1995; Pfeffer, 1981; Tziner, Latham, Price, & Haccoun, 1996) and likely
influence several important work-related attitudes and behaviors (Kacmar & Carlson,
1997). For example, organizational politics perceptions have been found to be related to
increased job anxiety (Anderson, 1994; Cropanzano, Howes, Grandey, & Toth, 1997;
Ferris et al., 1996a; Ferris et al., 1996b), reduced job satisfaction (Anderson;
Cropanzano et al., 1997; Ferris et al., 1996a; Ferris et al., 1996b; Ferris & Kacmar,
1992; Nye & Witt, 1993; Parker et al., 1995), reduced satisfaction with supervisor
(Drory, 1993; Ferris et al., 1996b), and increased intent to turnover (Anderson, 1994;
Cropanzano et al., 1997). Research suggests that individuals who perceive high levels of
organizational politics also are likely to enact political behavior themselves (Ferris,
Harrell-Cook, & Dulebohn, 2000), thereby creating a self-perpetuating cycle.
Organizational politics perceptions are likely to result in differing responses to
organizational policies and practices depending on whether politics are viewed as an
opportunity or a threat. Research suggests that many employees feel uncomfortable and
unqualified when it comes to providing performance ratings for their supervisors and
peers (Bettenhausen & Fedor, 1997). Unfortunately, these are exactly the types of
situations (i.e., uncertain, ambiguous) in which political behavior is most likely to occur
(Ferris et al., 1989). Bridges and Nelson (1989; Nelson and Bridges 1999) argue that
the process of generating inequality in organizations is one of organizational politics. In
such a model various groups within organizations struggle to capture organizational
resources. According to (Bridges and Nelson 1989; Nelson and Bridges 1999) these
groups can be any socially defined groups within organizations. Tilly (1998) .
Organizational politics has been defined in various ways. The earliest comprehensive
definition was provided by Mays and Allen (1977) which is as:
“Organizational politics is the management of influence to obtain ends
not sanctioned by the organization or to obtain sanctioned ends through
non-sanctioned influence means.”
Pfeffer (1981) has emphasized on interdependence and consensus of organizational
members within an organization. As interdependence increases the need and opportunity
for exerting influence will also increase. The consensus in decision making process and
interdependence interact to effect political activity. But importance of decision to justify
political activity and uncertainty about it are the crucial factors. This is more obvious in
the hierarchy of public sector organizations. Gandz and Murray (1980) proposed that
public sector employees would perceive their organizations more political as compared to
private sector employees. Although they did not have empirical support to prove this
notion but later studies (e. g. vigoda) reported the difference in perceptions of public
sector and private sector employees.
H1.Organizational politics is responsible for the turnovers

H0.Organizational politics increases organizational commitment
Procedural Justice.
The concept of procedural justice originates in the organizational literature and is concerned
with the perceived fairness of procedures used in making decisions. The research of Adams
(1965) and Meyer et al. (1989) has shown that employees who have the perception that
they are treated negatively by the organization are more likely to have a lower level of
affective commitment towards the organization. Procedural justice relates to the
perceived equity of the means used to determine mandates assignments, compensation
conditions as well as evaluation and promotion criteria (Folger 1977).
According to Tyler and Smith (1998), people’s behavior is strongly linked to views
about justice and injustice, with perceptions of justice strongly related to feelings of anger
1(Montada & Schneider, 1989), self-worth, and self-concept. Procedural justice

concerns the perceived fairness of the procedures involved in decision making and the
perceived treatment one receives from the decision maker. Procedural justice judgments
have been demonstrated to have an important influence on people’s evaluations of group
authorities, institutions, and rules (Tyler & Lind, 1992). In fact, there is evidence to
show that people who feel they have been treated fairly by an organization are more
inclined to accept its decisions and follow its directions (Lind & Tyler, 1988). It has also
been found that people are most likely to challenge a situation collectively when they
believe that the procedures are unfair and that they personally suffered because of the
injustice (Tyler & Smith, 1998). The ‘group value approach’ in the procedural justice
literature highlights the importance of relational issues such as an authority’s
trustworthiness, interpersonal respect, and neutrality in its dealings with others (Tyler,
1989; 1994; 1997; Tyler & Smith, 1998). People are also influenced by judgments of the
neutrality of decision-making procedures. Neutrality includes assessments of honesty,
impartiality, and the use of fact, not personal opinions, in decision-making. People
basically seek a level playing field in which no one is unfairly advantaged. As people are
seldom in the position to know the correct outcome, they focus on the evidence that the
procedures are even-handed. The provision of information about procedures and
explanations for decisions is also seen as particularly important for people’s perceptions
of fairness and decision acceptance (Greenberg, 1993a; 1993b). Organizational
researchers such as Thibaut and Walker (1975) and Gilliland (1993) contend that
procedures are perceived to be ‘more fair’ when affected individuals have an opportunity to
either influence the decision process or offer input. Gilliland (1993) also states that
perceptions of procedural justice are influenced by the extent to which procedural rules are
satisfied or violated. Procedural rules, listed by Leventhal (1980), suggest that in order to be
fair decisions should be made consistently; without personal biases; with as much accurate
information as possible; with interest of affected individuals represented in a way that is
compatible with their ethical values, and with an outcome that can be modified. Other justice
researchers have suggested additional rules such as the importance of two-way
communication (Greenberg 1986). Kumar (1996) states that procedural justice describes the
fairness of a party’s procedures and policies for dealing with its vulnerable partners and
refers to the fairness of the means used to determine the outcomes in the relationship.
Maxell et al (1999) suggest that the whether judges the fairness of the process used in
negotiations or not the process used by one party demonstrates a concern for the other party.
They state that a concern for social utility has implications for negotiations as it can reduce
the conflict between partners and facilitate the negotiation process. When negotiators have a
concern for the other party, they tend to exhibit more co-coordinating behavior as opposed to
the use of competitive behaviors. These co-coordinating behaviors tend to expedite the
negotiation process and increase the possibility of mutual satisfactory win-win agreement.
The perception of injustice is suggested to have relationship to many organizational and
personal level outcomes like positive relation to personnel turnover, negative relationship
with pay and job satisfaction, trust in supervisors and organizational commitment.
H1. Fair Procedural Justice increases trust in management & ultimately reduces
turnovers as commitment increases
H0. There is no impact of procedural justice on trust on management
Organizational Citizenship Behavior.
Organizational citizenship behavior (OCB) is referred as set of discretionary workplace
behaviors that exceed one’s basic job requirements
It is defined as an employee’s willingness to go above and beyond the prescribed roles which
they have been assigned (Organ 1990).Organ and Ryan (1995) and Chen et al. (1998) also
identified a positive link between organizational citizenship behavior and organizational
commitment. However, a meta-analysis conducted by Organ and Ryan (1995) asserted that
only affective commitment was related to organizational citizenship behavior. Work
behaviours like organizational citizenship behaviours are receiving more attention as they
contribute to effective functioning of organization. Organizational citizenship behaviours are
the kind that are beyond the traditional measures of job performance and can be
conceptualized as positive organizationally relevant behaviours of individual organization
members (Van Dyne et al., 1994). Organ (1988:4) defined organizational citizenship
behaviour as “individual behaviour that is discretionary, nor directly or explicitly recognized
by the formal reward system, and in aggregate promotes the effective functioning of the
organization. By discretionary, we mean that the behaviour is not enforceable requirement of
the role or the job description, that is, the clearly specifiable terms of the person’s
employment contract with the organization; the behaviour is rather a matter of personal
choice, such that its omission is nor generally understood as punishable.”
Organizational Citizenship Behavior (OCB) was introduced by Smith, Organ and Near,
(1983), which defined OCB as discretionary individual behavior, not directly or explicitly
recognized by the formal reward system, which, in the aggregate, promotes the effective
functioning of the organization Penner, et al. (1997) explored the impact of personality and
motivation on OCB. Organizational Citizenship Behavior are willingness to take steps to
prevent problems with other employees, and obeying organization rules, regulations and
procedures even when no one is watching (Chompookum & Derr, 2004). Research of OCB
has been extensive since its introduction nearly twenty years back (Bateman & Organ,
1983). MacKensie, Podsakoff, and Praine (1999) stated several dimensions of OCB such
as, ‘helping’ behaviors by employees (e.g. supportive actions to assist others and going
beyond the requirements of the job); ‘sportsmanship’ (tolerating the work environment
without excessive complaining); and ‘civic duty’ (constructive involvement in the processes
of the organization beyond the requirement of the job). Different kinds of personalities may
display different degrees of OCB because individuals tend to differ in their levels of pro
social behavior, and it was reasoned that some employees would naturally be willing to go
the extra mile and help co-workers or organizations whereas others would not (Konovsky &
Organ, 1996;Chompookum & Derr, 2004).
There is consensus in this particular field that OCB addresses silent behaviors for
organizational enterprises (Barbuto, Brown, Wilhite, & Wheeler, 2001). Successful
organizations have subordinates who go beyond their formal job responsibilities and freely
give of their time and energy to succeed at the assigned job. Such altruism is neither
prescribed nor required; yet it contributes to the smooth functioning of the organization. OCB
is desirable from the organizational point of view because such behavior is thought to
increase the available resources and decrease the need for costly mechanism of control
(Organ, 1988; Podsakoff & Mackenzie, 1997). Kelley and Hoffman (1997) claimed that
OCB could improve the performance of an organization. They pointed out that a positive
relationship exists between OCB and customer loyalty for service-oriented organizations.
OCB is viewed as a critical factor, which influences the quality of, provided service by the
employees and also customer satisfaction (Yoon & Suh, 2003; Castro, Armario, & Ruiz,
2004). This satisfaction induces the customers to be loyal. Thus, it can be concluded that
OCB can aid to serve the best interests of the organization. Smith, Organ, and Near (1983)
defined OCB as individual contributions in the workplace beyond role requirement and
contractually rewarded job achievements. Organizational citizenship behavior was defined
initially as constructive or cooperative gestures that are neither mandatory, nor directly or
contractually compensated for by formal organizational reward systems (Organ &
Konovsky, 1989; Smith, Organ, & Near, 1983). More recent work in the area has redefined
the construct along the lines of what Borman and Motowidlo (1993) refer to as contextual
performance or what Borman and colleagues currently call citizenship performance
(Borman, Penner, Allen, & Motowidlo, 2001). According to Borman and Motowidlo
(1993), citizenship performance‘‘shapes the organizational, social, and psychological context
that serves as the critical catalyst for task activities and processes’’ (p. 71), and includes
behaviors such as helping others with their jobs, supporting the organization,and
volunteering for additional work or responsibility. Good citizenship behavior has been
analyzed in the general social context of obedience, loyalty, or voice tendencies (Hirschman,
1970; Marshall, 1950). Organ and his colleagues identified this contributing extra-role
behavior as the “good soldier syndrome” in the workplace (Organ, 1988; Smith, Organ &
Near, 1983
H1.OCB increases trust in management & directly influences organizational

commitment.
H0.Turnovers & OCB is unassociated
Moderating variable
Trust In Management.
Every person has own perception regarding different aspects of life ,Different professional
has described trust in management in different ways,Views points of some of them are
discussed as :Robert Bruce Shaw (1997) defined trust to mean:
Belief that those on whom we depend will meet our expectations of them.
According to the Advanced Learner Dictionary trust is basically, confidence on the reality or
authentication of quality of person or object may also be a true statement. The sharing of
information on such things as financial performance, strategy, and operational measures
conveys to the organization’s people that they are trusted. (Pfeffer and Veiga, 1999). Trust is
just like the base in construction of the building if base is weak then the building will
definitely be weak, same is the case with the trust un any organization.
Trust in management can be manifested in the employees behavior and attitudes.(Whiney 1994;Kramar and
Taylor 1995) It explores how much an organization value innovation and how likely it will be
adaptive to new opportunities(Elgamal,1998:Gordon & Commins,1979) Yoon et al.
(2001), refers to managers’ concern and support for staff work and represents the degree to
which they create a facilitative climate of support, trust, and helpfulness. An atmosphere
wher trustful communication and collaboration can take place may be an important
foundation for achieving organizational change goals.
(Bocchino,1993:Dutton,1992:Weisbord,1992).In simple words it can be said that in order to
build trust their should be proper communication, goal clarity and autonomy to employees in
an organization.
Dependent Variables
Organizational Commitment
Porter, Steers, Mowday and Boulian (1974) defined organizational commitment as the
relative strength of an individual’s identification and involvement with a particular
organization.The determination and prediction of employees' commitment to their
organization has potential for becoming important to the study of organizational behaviour in
several different respects. Such a position has support in the conceptualizations of
organizational commitment proposed by Salancik (1977), Steers (1977), and Schein (1970),
which suggest that commitment represents a useful indicator of organizational effectiveness
as well as an important variable in shaping employee attitudes and beliefs. organizational
commitment is a psychological state that categorizes the employee’s relationship with the
organization, it is understood as a commitment to the entire organization. Three components
of commitment have been identified, each of which ties the employee to their organization
but the nature of the ‘psychological-bonding’ is different. Affective commitment (AC) ties
people through their emotional attachment, involvement, and identification with the
organization. Continuance commitment (CC) depends on employees’ awareness of the costs
of leaving the organization. Normative commitment (NC) rests on employees’ obligatory
feelings towards coworkers or management. single construct (Meyer and Allen 1984). The
affective component is closely aligned with the Porter et al. (1974) OCQ scale (Randall,
Fedor, and Longenecker 1990). The other two components proposed by Allen and Meyer
(1990; Meyer and Allen 1984, 1991) are continuance commitment and normative
commitment (called "moral" commitment by Jaros et al. 1993).
Organizational commitment (henceforth commitment) refers to an individual’s emotional

attachment to and involvement in an employing organization. Recent meta-analytic evidence
has reported commitment to predict a wide range of job attitudes, turnover intention, and
citizenship behaviors (Cooper-Hakim & Viswesvaran, 2005; Meyer et al., 2002). Studies
by Steers (1977), and Stevens et al. (1978) emphasized the importance of job characteristics
such as feedback, task identity, and the nature of social interaction in the prediction of
organizational commitment. Tang et al’s (2000) study confirmed the link between
commitment and actual turnover and Griffeth et al’s (2000) analysis showed that
organizational commitment was a better predictor of turnover than overall job satisfaction.
Organizational commitment (OC) has for many years been identified as a central construct in
understanding the relationship between the employee and the employer (c.f. Allen & Meyer
1996; Mathieu & Zajac, 1990; Meyer, Stanley, Herscovitch & Topolnytsky, 2002
Mowday, Steers & Porter, 1979). Organizational citizenship behavior as noted above is one
example of discretionary behavior which has been identified as being linked to OC. OCB is
taken to be a positive outcome of a committed workforce, characterized by voluntary extra-
role contributions of employees that are not recognized by the formal organizational reward
system (Organ, 1988). This paper focuses on the links between OC and organizational
citizenship behavior (OCB) as a form of discretionary extra-role behavior. general
relationships between OC and OCB are relatively well documented,(Meyer et al., 2002)
there remain issues meriting further investigation. First, the crosscultural applicability of the
constructs both of OC and OCB remains open to debate. The structural invariance of OC in
different cultures has been a focus of a number of studies in recent years (c.f. Vandenberghe,
2003), typically presenting culture-specific analyses. Underpinning much of the writing on
organizational commitment is an assumption that higher levels of commitment will result in
more positive outcomes for the organization (Meyer et al., 2002). This construct has been
linked to important outcomes such as performance and turnover (Hom and Griffeth
1995).Commitment should lead to improved relationships and performance. Mathieu and
Zajac (1990) identify job performance, perception of alternatives, intention to search or
leave, and turnover as outcomes influenced by OC. Many OC studies focus on intent to leave
and turnover as the primary outcomes ( Whitener and Walz 1993; Jaros et al. 1993). All of
these proposed outcomes are important to organizations. Meyer & Allen (1997) refer to
Morrow & McElroy's (1993) statement that organizational commitment is the most
maturely developed of all the work commitment constructs. Loui (1995), found that
commitment was significantly related to trust, job involvement, and job satisfaction. Angle
& Perry (1981) uncovered a relationship between commitment and turnover. Wiener &
Vardi (1980) reported positive correlations between commitment and job performance.
employees, Becker (1992) examined whether employees’ commitment to different
constituencies or to the overall organization were better predictors of job satisfaction,
intention to quit, and pro-social behavior. Jermier & Berkes (1979) discovered that
employees who were allowed to participate in decision-making had higher levels of
commitment to the organization. DeCotiis & Summers (1987) found that when employees
were treated with consideration, they displayed greater levels of commitment.
Bycio, Hackett, & Allen (1995) reported positive correlations between the leadership
behaviors of charisma, intellectual stimulation, individualized consideration, and contingent
reward and affective, continuance, and normative commitment. Organizational commitment
has been defined as a psychological state that binds an employee to an organization, thereby
reducing the incidence of turnover (Allen & Meyer, 1990), and as a mindset that takes
different forms and binds an individual to a course of action that is of relevance to a
particular target (Meyer & Herscovitch, 2001). Organizational commitment is the extent of
an individual's commitment to an organization. The term organizational commitment, for
example, is not a unitary and well defined concept. Angle and Perry (1981) summarized the
term commitment with a definition comprehensively based on many previous relevant
studies:
The term "commitment" has been used, for example, to describe such diverse phenomena as
the willingness of social actors to give their energy and loyalty to social systems (Kantar,
1968). Some studies even explore the relationship between organizational commitment and
organizational effectiveness. Surveying fixed-route bus services, Angle and Perry (1981)
studied organizational commitment as an independent variable to explain multiple
dimensions of organizational effectiveness (i.e., adaptability, turnover, and tardiness rate).
Factors affecting individual commitment include motivation, awareness, and flexibility,
information and guidance available as well as perceived benefits from learning.
Despite the multiplicity of meanings and apparent ambiguity of the concept of organizational
commitment, it has been argued that organizational commitment is a better measurement of
human behavior in organizations than some other related measures including job satisfaction
and job involvement (Crewson, 1997; Steers & Porter, 1983). Crewson (1997) recently
presented a comprehensive and summative definition of organizational commitment that
included an "individual's identification with and involvement in a particular organization" (p.
507). He also summarized that organizational commitment "has been operational zed as a
combination of three distinct factors: a strong belief and acceptance of the organization's
goals and values, eagerness to work hard for the organization, and a desire to remain a
member of the organization”.
Turnover Intentions.
Organizational commitment and job involvement have been major themes in the
organizational literature, especially with regard to the prediction of organizational outcomes,
such as turnover. One conceptual refinement has been the focusing on other work-related
attitudes,such as job involvement (Kanungo, 1979) and organizational commitment
(Mowday, Steers & Porter, 1979), as predictors of turnover. Organizations invest a lot on
their employees in terms of induction and training, developing, maintaining and retaining
them in their organization. Employee turnover is one of the most studied topics in
organizational psychology (Mitra, Jenkins, & Gupta, 1992) and is of interest to other
professionals, including personnel researchers, and managers of organizations (Mobley,
Griffeth, Hand, and Meglino, 1979). The term “turnover” is defined by Price (1977) as: the
ratio of the number of organizational members who have left during the period being
considered divided by the average number of people in that organization during the period.
For the purpose of this research, ‘turnover intention’ is defined as an employee’s decision to
leave an organization voluntarily (Dougherty, Bluedorn & Keon, 1985; Mobley, 1977). A
number of empirical studies confirm the important role of organizational commitment in the
turnover process for IT personnel (Igbaria & Greenhaus 1992; Igbaria and Guimaraes
1999). Sommers (1995) and Chen et al. (1998) also found negative relationships between
both types of commitment and turnover intentions. Certain consequences are there which
affects organization when an employee leaves an organization An employee’s exit from an
organization is a direct cost, in the form of having to select, recruit, and train a new employee
(Dalton, Todor, & Krackhardt 1982; Staw, 1980). The exiting of employees also has indirect
cost implications that include reduced morale, pressure on the remaining staff, costs of
learning, and the loss of social capital (Des & Shaw, 2001). One of the main consequences for
organizations that have a high turnover is the financial cost. The total costs of employee
turnover are hard to measure, in particular the effects on the organization’s culture, employee
morale, and social capital or loss of organizational memory (Des & Shaw 2001). The cost of
losing a high performer who has a high degree of knowledge, skills and abilities, or an
employee, who is employed in an area where there is a labor market shortage, can be
substantial to the organizations performance, productivity, and service delivery. Dalton (1979)
have estimated the cost of turnover to an organization has been on average one to one and a
half times the employee’s salary. It is widely believed that a significant amount of turnover
adversely influences organizational effectiveness and disrupts performance and productivity
(Horn and Kinichi, 2001). Previous study revealed a negative relationship between
organizational citizenship behavior and turnover intentions and an even stronger association
between organizational citizenship behavior and actual turnover. Chen et al. (1998) argue that
a high level of organizational citizenship behavior “reflect employees’ true willingness
regarding how much they want to be involved in, or how much they like to be distant from, the
organization”. There are several reasons why people quit from one organization to another or
why people leave organization. The experience of job related stress (job stress), the range
factors that lead to job related stress (stressors), lack of commitment in the organization; and
job dissatisfaction make employees to quit Firth et al. (2004). Many researchers argue that high
turnover rates might have negative effects on the profitability of organizations if not managed
properly (Hogan, 1992; Wasmuth and Davis, 1993; Barrows,1990). Hogan 1992, nearly
twenty years ago the direct and indirect cost of a single line employee quitting was between $
1400 and $4000. If roles of employees are not clearly spelled out by management/ supervisors,
this would accelerate the degree of employees quitting their jobs due to lack of role clarity. a
high labor turnover may mean poor personnel policies, poor recruitment policies, poor
supervisory practices, poor grievance procedures, or lack of motivation. Job involvement has
also been found to be negatively related to turnover intentions.
(Blat and Boal, 1989). Job satisfaction, career satisfaction, and organizational commitment
reflect a positive attitude towards the organization, thus having a direct influence on employee
turnover intentions. Job satisfaction, job involvement and organizational commitment are
considered to be related but distinguishable attitudes. Empirical support for the notion that
turnover likelihood is negatively associated with job involvement and organizational
commitment is evident from the literature (Brown, 1996, and Mathieu & Zajac, 1990, for
meta-analysis results), a second conceptual refinement suggests that these two constructs
interact in the prediction of employee withdrawal behavior (Blau & Boal, 1987).In their
conceptual model linking job involvement and organizational commitment to turnover, Blau
and Boal (1987) proposed that, beyond the main effect of the two job attitudes on turnover, job
involvement and organizational commitment would also interact in their relationships with
turnover. With regard to the former, analyses consistently indicate significant correlations
between OC and turnover intention (cf. Randall, 1990). Cotton and Tuttle (1986) found
commitment, salary age, sex, organizational tenure, educational attainment, perceptions of job
mobility, met expectations, work-group cohesion, opportunities for advancement, and job
performance to be highly related to turnover. If these omitted variables are in turn correlated
with organizational commitment and job involvement the effects of organizational commitment
and job involvement on turnover will be confounded.
CHAPTER # 3
METHODOLOGY
Nature of Study
This is causal type of study due to fact that interdependence of different variables on one variable is
checked.
Type Of Research
Dependence of turnover (Dependent variable) on feedback, autonomy, organizational citizenship behavior,

goal clarity & organizational politics through trust on management and organizational commitment. So
this is Causal Research
Theoretical Framework:
IDENTIFICATION OF VARIBLES
• INDEPENDENT VARIABLES.
Procedural Justice, Organizational Politics Autonomy ,Feedback Goal Clarity Supervisory
Relationship, Organizational Citizenship Behavior
• DEPENDENT VARIABLES.
Organizational commitment & Turnover intentions.
• MODERATING VARIABLE.
Trust in management
SCHEMATIC DIAGRAM
Procedural Justice
Organizational Politics
Autonomy Trust In
Management
Feedback
Goal Clarity
Supervisory Relationship
Organizational Citizenship
Behavior
Hypothesis Development
h 1.Fair Procedural Justice increases trust in management & ultimately reduces turnovers
as commitment increases
h 2.There is no impact of procedural justice on trust on management
h 3.Organizational politics is responsible for the trust factor
h 4.Organizational politics decreases trust and commitment
h 5.Trust increase with positive and healthy supervisory relations
h 6.There is no impact of supervisor on sub ordinate commitment
h7. Proper feedback system enhances employees trust on management & reduces
turnovers
h 8.There is no relation between organizational commitment & feedback
h 9.Autonomy to employees increases trust on management & ultimately organizational
commitment
h 10.There is direct relationship between autonomy and turnovers
h11. Goal clarity enhances trust
h12. Trust is negatively influenced by goal clarity
h13. OCB increases trust in management & directly influences organizational
commitment.
h14. Turnovers & OCB is unassociated.
Types of Data
Primary data is used for research purpose because no such research was conducted in
Pakistan specially on Banking Sector.
Sources of Data
Data is collected through the different branches of The First Micro finance Bank &
Askari Bank Ltd. The reason for selecting two different banks Askari Bank (deals in
consumer & corporate banking) & The First Micro finance Bank (deals in micro
financing in remote areas or general banking) of different nature in their operations is to
expand the scope of studies.
Description of Population
Different employee of different hierarchal level were targeted for research data
as turnover is not specific to any level in organization.
Sample Size
70 were the total population size to collect data but complete data is collected through 61
employees. So tools applied on data of 61.
Instrument Description used for data collection
Questionnaires was developed by keeping in view literature review supporting different

variables and also through secondary data such as research papers journal and articles
Sampling Type.
Judgmental based non-probability sampling technique is used. As only bank operational

staff was being selected.
CHAPTER # 4
RESULTS & DISCUSSION
Overall Correlation Results
Table 1.1
OVERALL CORRELATION 1.GC 2.FB 3.OCB 4.SupRel 5.ProJus 6.OP 7.Aut 8.TIM 9.OC 10.TO
1.Goal Clarity 1.000
2.Feedback 0.273 1.000
3.Organizational Citizenship
Behavior 0.622 0.304 1.000
4.Supervisory Relation -0.099 0.003 0.097 1.000
5.Procedural Justice 0.228 0.477 0.291 0.343 1.000
6.Organizational Politics 0.138 -0.089 0.356 0.356 0.199 1.000
7.Autonomy -0.495 -0.063 -0.266 0.036 -0.170 -0.211 1.000
8.Trust in Management 0.645 0.358 0.504 0.118 0.342 0.228 -0.459 1.000
9.Organizational Commitment 0.004 0.363 0.097 0.026 0.218 0.009 -0.104 0.186 1.000
10.Turnover -0.196 0.045 -0.005 0.385 0.217 0.224 0.169 -0.250 0.246 1.000
Above-mentioned table 1.1 depicts overall correlation trend that are explained further:
Table shows the correlation between the variables especially between dependent &
independent variables
0.622 is the value of correlation between the goal clarity & OCB .If the goals are clearer
to the employees then citizenship behavior will boost up. Strong positive correlation
exists between goal clarity & OCB.
Correlation value between feedback & OCB is 0.304, it means feedback to employees
will definitely positively effects .Obvert interesting information that is got through this
research is that there exists negative correlation between goal clarity & supervisory
relation but not intense in nature .Value is –0.099
It is due to fact that when goals are clear to the employees then they will not shows
affiliation towards their supervisor because they knows whole strategy through which
goals are to be achieved. Procedural justice in organization will ultimately result in the
positive & fair feedback to employees. Value got through the research is 0.477 so it
shows that the procedural justice that exists with in an organization directly influences
feedback system, & makes it effective. So they are highly correlated .0.343 is the
correlation value between the procedural justice & supervisory relations. Means positive
correlation exists .It interprets that if that is proper procedural justice in an organization
then employees will have positive attitude towards their supervisors. Inverse is the case
with the autonomy & goal clarity, value is –0.495 means highly negative correlation .Due
to that if autonomy is high that employees wants to perform its duty on its own then goal
clarity decreases because affiliation with supervisor reduces ultimately less goal clarity of
employees.
0.356 is the correlation value organizational politics, OCB & supervisory relations. If
there is positive politics in organizations for the benefit of employees then citizenship
behavior & employees affiliation towards employees & dependability will show an
upward trend.
-0.211 is the value of correlation between organizational politics & autonomy .As
negative sign gives clear picture that there exists inverse relation that if politics in
organization increases then ultimately autonomy level among employees will reduce that
employees would not be able to perform their task on their own or as per their desire.
There exists very high positive correlation between goal clarity (independent variable) &
trust in management (moderating variable) and the value is 0.645.t means if management
wants to increase trust level on employees than goal to them should be clear that would
ultimately result in trustworthiness.
In this case h 11 is accepted & h 12 is rejected
0.358 & 0.504 are values of correlation with trust on management on feedback & OCB
respectively. It means that feedback is positively correlated with trust. So h 7 & h 13 are
accepted and h 8 & h 14 are rejected, Supervisory relation effects trust in management
but not highly correlated, as value is 0.118.now as a result h 6 accepted & h5 rejected.
0.342 it is the value correlation between procedural justice & trust in management. More
justice in organization more will be employee’s trust. So it is positive correlation. We will
accept h1 & reject h2
0.228 is the value of correlation between organization politics & trust in management
.As more favorable politics for employees more trust on management and vise versa.
There exists a positive correlation between these two variables.Here h3 is accepted and
h4 is rejected.
By this research we got value of correlation between trust in management & autonomy
- ----0.459 Inverse relation exists between them is due to reason that employees having
more autonomy will have less affiliation with the supervisors regarding duties or work so
lesser trust in management and vise versa. So h9 is rejected and h10 is accepted.
As for as commitment is concerned Affective, normative & continuance commitment as
overall is discussed in this paper so impact of goal commitment on organizational
commitment is very low as the value is 0.004
Effective feedback direct and positively influences organizational commitment of
employees that s why its value is 0.363.More will be feedback more will be
organizational commitment. On the other hand OCB, supervisory relations &
organization politics have negligible relation with the trust in management, as their values
are 0.097, 0.026 & 0.009 respectively.
0.218 is value of correlation between procedural justice and trust in management so their
exists positive correlation between them. Weak negative correlation exists between
autonomy and organizational commitment & value is -0.104.
Weak positive correlation exists between trust and organizational commitment
0.186.Goal clarity & turnover have correlation value of -0.196.It means weak negative
correlation is there. Feedback & OCB have correlation value of 0.045 & -0.005 with trust
in management. Feedback is positively correlated and OCB is negatively related but both
are negligible in nature. 0.385 is correlation value between supervisory relation and
turnover. It suggests that if supervisory relations are not healthy then turnover will be
high in organizations. 0.217 & 0.224 are values of correlations with procedural justice
and organizational politics with turnover. Both values shows positive correlation but not
very strong in nature. Autonomy & turnover has correlation value of 0.169 means
positive but weak nature of relation. Obvious results have been obtained that trust in
management & turnover has negative correlation & value is –0.250 that if trust factor is
keep on increasing then turnover rates will be high in organization & vise versa. All three
types of commitments are discussed as overall that s why correlation value between
commitment & turnover is 0.246 that means direct positive correlation. There are other
things employees would like to try outside this organization even still if they are
committed or employees use current organization as a stepping stone to other
opportunities that why turnover increases.
Results On Basis Of Gender
Table 1.2
MALE CORRELATION 1.GC 2.FB 3.OCB 4.SupRel 5.ProJus 6.OP 7.Aut 8.TIM 9.OC 10.TO
2.Feedback 0.195 1.000
3.Organizational citizenship
Behavior 0.629 0.287 1.000
4.Supervisory Relation -0.123 0.035 0.158 1.000
6.Organizational Politics 0.303 -0.244 0.435 0.420 0.148 1.000
7.Autonomy -0.499 -0.028 -0.383 -0.128 -0.258 -0.350 1.000
9.Organizational Commitment -0.049 0.454 0.213 0.190 0.485 0.091 -0.031 0.387 1.000
10.Turnover -0.122 0.125 0.048 0.248 0.222 0.258 0.040 -0.070 0.260 1.000
Table 1.2 shows correlation trend in males .It shows that there is very high positive
correlation between goal clarity & OCB as their value is 0.629 .It shows that if goals are
more clear to employees then there will be high positive trend of citizenship behavior.
Feedback also affects OCB positively but not intensely. Their value is 0.287
Its interesting to see that value of correlation between goal clarity & supervisory relation
in males is - 0.123, means their exists negative correlation .
0.226 is value of correlation goal clarity & procedural justice. Simply more justice more
will be goal clarity.
As if there is proper procedural justice in an organization then ultimately feedback system
will be fair, value got through research is 0.506 means highly correlated in males. Same
is the case with the OCB & procedural justice; value is 0.440.High positive correlation
exists between procedural justice & OCB.
Positive correlation between goal clarity & organizational politics and value is
0.303.Their exists negative correlation between organization politics & feedback. It is
due to reason that if Personal favorites are awarded with better raises in salary and
promotions then politics level is high and feedback will be ultimately negative. True
value from research is – 0.244.
0.435 & 0.420 are the value of correlation between OCB & supervisory relation with
organizational politics respectively. In case of correlation with autonomy and goal clarity
their exists negative correlation of – 0.499 It may be due to the reason that employees
having less autonomy may have positive supervisory relation will be more aware about
goals as they are dependent on the supervisors and vise versa, same is the case with OCB
& autonomy – 0.383, i.e. negative correlation exists. Feedback and autonomy has almost
negligible correlation. More politics lesser will be autonomy, which is shown by results
that value come is
–0.350.
Goal clarity & OCB has direct impact on trust in management. More goal clarity & OCB
more likely to have positive upward trend in the graph of trust in management as
obtained values are 0.572 & 0.523.
Feedback system & procedural justice also affects trust factor positively values obtained
are 0.309 & 0.337 respectively. Organizational politics affects trust on management
positively 0.279.As more politics in favor of employees more will be trust. As there is
more autonomy factor among employees then lesser will be trust. This is due the reason
that high autonomy results in less goal clarity & less clarity in goals will result in lesser
& lesser trust on management. Value obtained is -0.426, which shows strong negative
correlation.
0.454 & 0.485 is value that is obtained to find correlation between feedback & procedural
justice with commitment factor. Feedback system directly influences commitment level
of employees & fair environment lead to high commitment. Strong and positive
correlation exists between trust in management & organizational commitment and value
is 0.387.More trust ultimately more commitment. There is negative correlation of
autonomy with commitment & politics has positive but both are negligible in nature .As
their values are 0.091 & - 0.031
Relationship between goal clarity & turnover is negative i.e. more goals are clear less
turnovers and value is –0.122.Feedback has weak positive correlation with turnovers.
Autonomy & OCB has positive correlation values 0.040 and 0.048 with turnover but both
are negligible in nature. Trust is inversely related to the turnover; simply more trust will
ultimately result in lesser turnovers. Valve of correlation is –0.070.
All three types of commitments are discussed as overall that s why correlation value
between commitment & turnover is 0.260 that means direct positive correlation. There
are other things employees would like to try outside this organization even still if they are
committed or employees use current organization as a stepping stone to other
opportunities that why turnover increases.
FEMALE CORRELATION
Table 1.3
FEMALE CORRELATION 1.GC 2.FB 3.OCB 4.SupRel 5.ProJus 6.OP 7.Aut 8.TIM 9.OC 10.TO
2.Feedback 0.526 1.000
3.Organizational Citizenship
Behavior 0.604 0.415 1.000
4.Supervisory Relation -0.026 -0.100 0.049 1.000
6.Organizational Politics -0.124 0.260 0.263 0.262 0.282 1.000
7.Autonomy -0.477 -0.172 -0.050 0.304 -0.021 -0.012 1.000
9.Organizational Commitment 0.148 0.187 0.039 -0.308 -0.231 -0.107 -0.277 -0.022 1.000
10.Turnover -0.278 -0.193 0.101 0.600 0.220 0.210 0.322 -0.450 0.054 1.000
Among females the correlation between feedback & goal clarity is 0.526.It is very high
and positive in nature. Means more positive feedback will ultimately result in more goal
clarity. Similarly, high goal clarity will ultimately result in high citizenship behavior, as
its value is 0.604.Feedback plays important role in affecting the citizenship behavior
positively 0.415 is the value which is obtained after the research. Positive feedback will
ultimately result in higher citizenship behavior in females. Procedural justice positively
affects supervisory relations if justice is there then high positive relation between
supervisor & employees. As the value of correlation is 0.546. Similarly if there is
procedural justice in organization than ultimately feedback system will be effective 0.416
is the value of correlation between them
. Negligible relationship exists between OCB & procedural justice of value 0.062.Their
exists an inverse relationship between organizational politics & goal clarity among
females. -0.124 is value of correlation between goal clarity & organizational politics. It
depicts that if higher politics in organization then ultimate results in least goal clarity.
Strong negative correlation exists between autonomy & goal clarity, value is -0.477.
Supervisory relation & autonomy has value of correlation 0.304. Means supervisory
relation has direct impact on autonomy.
In females also there exists very high positive correlation between goal clarity & trust in
management .The value is 0.774.It means that the more goal clarity then trust in
management will boosts up. Feedback system also builds trust in management; simply if
there is effective feedback system then trust will automatically build up. Its value is
0.546. Same is the case with the OCB & trust in management, if higher citizenship
behavior then more will be trust. 0.440 is their correlation value, which shows strong &
positive trend. 0.376 is the value of correlation between procedural justice and trust. Trust
is an ultimate result of procedural justice in organization.
-0.498 shows strong negative correlation between autonomy & trust in management, it is
due to the reason that higher autonomy leads to the less interaction with supervisor so
lesser trust in management. Trust in management has negative correlation with
organizational commitment but almost negligible in nature as value is -0.022.More goal
clarity in female leads to lesser turnover rate, obtained value is –0.278.
In females there is high positive correlation between turnover & supervisory relation, if
relations are not healthy with employees then turnover rates are high in nature. 0.600 is
value of correlation. Similarly negative correlation exists between trust in management &
turnover. Correlation is - 0.450.Lesser the trust will ultimately result in high turnovers.
Organizational commitment has 0.054 value with correlation with trust in management. It
shows almost negligible in nature.
Regression Results.
Table 1.4
Overall Male Female

Trust in Management
Goal Clarity 0.3926 0.3380 -0.3030
Feedback 0.1584 0.1353 0.0189
Organizational Citizenship Behavior 0.1169 0.2027 0.4119
Supervisory Relation 0.2053 0.2809 0.4829
Procedural Justice 0.0872 0.0451 0.0593
Organizational Politics 0.0946 0.0388 -0.1308
Autonomy -0.1456 -0.1062 -0.0672
R Square 0.5241 0.4529 0.5241
Adjusted R Square 0.4612 0.3465 0.4612
F 8.3370 4.2572 8.3370
Table 1.4 shows the values of regression or in other words interdependence of trust on
other variables is obtained. As for as overall trend is concerned goal clarity affects trust in
management by 39.26% but only in males trust is affected by goal clarity by 33.8% .Its
interesting to see that in females value between goal clarity & trust is negative - 30.30%.
Overall results shows that feedback effects trusts by 15.84% & in males its values is
13.53% but in females feedback system minor effects trust as its value is 1.89%. OCB
has 11.69% of impact on trust ,but in males this dependence value is 20.27% .In females
dependence value is comparatively high about 41.19%.Supervisory relations puts
impacts on trust in management about 20.53% in overall data,but in males this value
28.09%.Again in case of females there is again comparatively high value of 48.29%
.Procedural justice not really affects trust factor in high nature .Overall results shows
8.72% dependence but in males 4.51% and 5.93% in females.
Politics affects 9.46% to trust in management and 3.88% in males but in females there is
inverse relation –13.08%.Autonomy is inversely related and shows negative trend in all
three i.e. –14.56,-10.62 &-6.72 in overall males and females respectively.
Overall regression value is 52.41% and in males is 45.29% and in females it is also
52.41%
Table 1.5
Overall Male Female

Trust in Management 0.0726 -0.198 0.381469
R Square 0.3452 0.2028 0.463
Adjusted R Square 0.3082 0.1496 0.4
F 2.1095 3.8147 3.63
Table 1.5 depicts that trust effects organizational commitment by 7.26% but in males this
value is negative in nature, which shows negative influence -19.8 %, and in females this
value is 38.14%
Overall regression between organizational commitment & trust in management is
34.52% and in males 20.28% comparatively in females this value is very small about
4.63%
Table 1.6
Overall Male Female

Turnover
Organizational Commitment 0.2913 0.0577 -0.1976
R Square 0.0604 0.0029 0.20275
Adjusted R Square 0.0445 -0.064 0.1496
F 3.79 10.043 3.81469
Table 1.6 shows that organizational comittment affects turnovers by 29.13% but in males
5.77% again in females inverse relation exists – 19.76%.
Overall regression trend is 6.04% and in males 0% regression exists but in females
20.27% dependence exists.
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ANNEXURE
Impact Of Organizational Commitment On Turnover Intentions Of

Employees
Dear sir/madam
Your contribution in helping us analyze “Impact Of Organizational Commitment On Turnover
Intentions Of Employees” is valued highly. Completion of this information is voluntary and
confidentiality is assured. No individual data will be reported. Please don’t mention your name on this
questionnaire.
Thank You!
Demographics
Please tick (√ ) in the appropriate space for your response.
1. Gender ( ) Male ( ) Female
2. Age Group ( ) 20 years or below ( ) 21 - 25 years

( ) 26 - 30 years ( ) 31 - 35 years
( ) 36 - 40 years ( ) 41 - 50 years
( ) 51 – 60 years ( ) Above 60 year
3. Education ( ) Ph.D. ( ) MS/ M.Phil/ Post Graduation

( ) Master ( ) Bachelor/Graduation
4. Country ( ) Pakistan ( ) Other
5. Status ( ) Student ( ) Employed

( ) Self-employed
Goal Clarity:
Organizational goals are clear to me. 1 2 3 4 5 6 7
Never Always
Organizational goals are used to make day-to-day 1 2 3 4 5 6 7
work decisions. Never Always
There are thorough plans for achieving organizational 1 2 3 4 5 6 7

goals. Never Always
There is formal planning for achievement of 1 2 3 4 5 6 7

organizational goals. Never Always
Feedback:
To what extent do you find out, how well you are 1 2 3 4 5 6 7
doing on the job, as you are working? Very Very
Little Much
You receives information from your supervisor on 1 2 3 4 5 6 7

your job performance. Very Very
Little Much
The feedback from my supervisor, on how well I am 1 2 3 4 5 6 7

doing Very Very
Little Much
The opportunity to find out, how well I am doing on 1 2 3 4 5 6 7

my job. Very Very
Little Much
The feeling that I know weather I am doing my 1 2 3 4 5 6 7

job well or poorly. Very Very
Little Much
Organization citizenship behavior:

I give advanced notice if I am unable to work 1 2 3 4 5
strongly disagree neutral agree strongly
disagree agree
I volunteer to do things not required by my job 1 2 3 4 5
disagree agree
This organization has a great deal of personal 1 2 3 4 5
meaning to me. strongly disagree neutral agree strongly
disagree agree
I helps employees those who are not my 1 2 3 4 5

subordinates if they feel ambiguity in task. strongly disagree neutral agree strongly
disagree agree
Supervisory Relationship:
This organization values individual excellence over 1 2 3 4 5
team work strongly disagree neutral agree strongly
disagree agree
Supervisors in this organization, care about the people 1 2 3 4 5
well being strongly disagree neutral agree strongly
disagree agree
I am mot satisfied with my relation with boss 1 2 3 4 5
disagree agree
Workers and managers do not get along well in this 1 2 3 4 5
organization. strongly disagree neutral agree strongly
disagree agree
This organization interferes with family life. 1 2 3 4 5
disagree agree
This organization encourages outside interests. 1 2 3 4 5
disagree agree
Procedural justice
I received the evaluation that I deserved. 1 2 3 4 5
strongly disagree strongly agree
The evaluation reflected the quality of my 1 2 3 4 5
Performance. strongly disagree strongly agree
An independent observer from outside the 1 2 3 4 5
organization would have made a similar judgment strongly disagree strongly agree
about my performance
I consider the evaluation to be fair 1 2 3 4 5
Organizational Politics:
Organizational decisions are always 1 2 3 4 5
transparent strongly disagree neutral agree strongly
disagree agree
Good performance and hard work is a key to 1 2 3 4 5 strongly
promotions and raises in salary disagree neutral agree strongly
disagree agree
Personal favorites are awarded with better 1 2 3 4 5 strongly
raises in salary and promotions disagree neutral agree strongly
disagree agree
There is always a group/persons that influences 1 2 3 4 5 strongly
the formal decisions in organizations. disagree neutral agree strongly
disagree agree
It is always better to stay with some influential 1 2 3 4 5 strongly
group to get high raise and promotions. disagree neutral agree strongly
disagree agree
Organizational goals should always be 1 2 3 4 5 strongly
preferred even if they contradict with personal disagree neutral agree strongly
disagree agree
objectives.
I always prefer to work in a situation where 1 2 3 4 5 strongly
people are neutral in thoughts and affiliations. disagree neutral agree strongly
disagree agree
Autonomy:
I am left on my own to do myr own work. 1 2 3 4 5 6 7
Very Very Little
Much
I am able to act independently of my supervisor in 1 2 3 4 5 6 7
performing my job function. Very Very Little
Much
I am able to do my job independently of others. 1 2 3 4 5 6 7

Very Very Little
Much
The freedom to do pretty much what I want on my job. 1 2 3 4 5 6 7
Very Very Little
Much
The opportunity for independent thought and action. 1 2 3 4 5 6 7
Very Very Little
Much
The control I have over the pace of my work. 1 2 3 4 5 6 7
Very Very Little
Much
Procedural Justice
I often feel that I am not receiving credit for my 1 2 3 4 5
work strongly disagree neutral agree strongly
disagree agree
I m not being given projects that provide me more 1 2 3 4 5
visibility in the company strongly disagree neutral agree strongly
disagree agree
I feel that I am not given the same training as other 1 2 3 4 5
workers strongly disagree neutral agree strongly
disagree agree
I received the evaluation that I deserved 1 2 3 4 5

The evaluation reflected the quality of my 1 2 3 4 5
performance strongly disagree strongly agree
An independent observer from outside the 1 2 3 4 5
organization would have made a similar judgment strongly disagree strongly agree
about my performance
I consider the evaluation to be fair 1 2 3 4 5
Trust in Management:
Management treat you with respect. 1 2 3 4 5 6 7
Never Always
Management follow through on its commitments. 1 2 3 4 5 6 7
Never Always
Employees trust management. 1 2 3 4 5 6 7
Never Always
You trust your supervisor 1 2 3 4 5 6 7
Never Always
Information sharing by supervisor increases your level 1 2 3 4 5 6 7
of trust on management. Never Always
Organizational Commitment:
1 I would be very happy to spend the rest of my career in this organization 1 2 3 4 5
2 I really feel as if this organization’s problems are my own. 1 2 3 4 5
3 I do not feel like “part of the family” at my organization 1 2 3 4 5
4 I do not feel “emotionally attached” to this organization 1 2 3 4 5
5 Too much of my life would be disrupted if I decide to leave my organization right now. 1 2 3 4 5
6 I do not feel a strong sense of belonging to my organization 1 2 3 4 5
7 I owe a great deal to my organization 1 2 3 4 5
8 Too much of my life would be disrupted if I decide to leave my organization right now. 1 2 3 4 5
9 I owe a great deal to my organization 1 2 3 4 5
10 I would not leave my organization right now because I have a sense of obligation to the 1 2 3 4 5
people in it.
11 One of the few negative consequences of leaving this organization would be the scarcity 1 2 3 4 5
of available alternative.
12 If I had not already put so much of myself into this organization, I might consider working 1 2 3 4 5
elsewhere.
13 I plan to continue to be active in the occupation. 1 2 3 4 5
14 Pursuing a career in this occupation is important to me 1 2 3 4 5
15 I would feel guilty if I left my organization now. 1 2 3 4 5
16 This organization deserves my loyalty. 1 2 3 4 5
Turnover Intention:
I feel that I have too few options to 1 2 3 4 5
consider leaving this department strongly disagree neutral agree strongly
disagree agree
I do not feel emotionally attached to this 1 2 3 4 5
department strongly disagree neutral agree strongly
disagree agree
It would be hard to get a better paying job 1 2 3 4 5
disagree agree
It is just a matter of time before something 1 2 3 4 5
better comes along strongly disagree neutral agree strongly
disagree agree
If I were to leave this organization I would be 1 2 3 4 5
worried about making ends meet strongly disagree neutral agree strongly
disagree agree
There are other things I would like to try 1 2 3 4 5
outside this organization strongly disagree neutral agree strongly
disagree agree
Employees use this organization as a 1 2 3 4 5
stepping stone to other opportunities strongly disagree neutral agree strongly
disagree agree

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O R GAN I ZATI O NAL B E H AV I O U R

Impact Of Organizational Commitment On Turnover

Syed Muhammad Irfan Ayub

Table of contents III

Impact Of Organizational Commitment On Turnover Intentions Of

Askari Bank Limited

From knowing our customers requirements to understanding employee needs, from

“the power to inspire and be inspired”

Locations of Askari Commercial Bank Ltd branches in Pakistan

• Corporate & Investment Banking

Solidarity group lending, Rs.5,000-50,000, 15% annual interest rate.

Larger solidarity groups, Rs.3,000-50,000, 12% annual interest rate.

Micro enterprises. Rs.5,000-100,000, 16% annual interest rate

Village banking methodology, rural areas, 10% annual interest rate

Rural areas, 5 or more borrowers in village or women organizations, Rs.1,500-

Active clients Active savers* Active borrowers Gender

Average outstanding loan Average outstanding loan size / Average deposit

Loan Portfolio Portfolio at Savings Deposits

Challenges and development plans

Inclusion in financial Sector

Independent Level Variables

Autonomy is a protean concept, which means different things to different people,and

H1.Autonomy to employees increases trust on management & ultimately organizational

Feedback plays a determinative role in how employees of organization perceive their

Supervisory feedback is a useful mechanism for controlling sales people performance

H1.Commitment increase with positive and healthy supervisory relations

H1.Organizational politics is responsible for the turnovers

1(Montada & Schneider, 1989), self-worth, and self-concept. Procedural justice

H1.OCB increases trust in management & directly influences organizational

Organizational commitment (henceforth commitment) refers to an individual’s emotional

Dependence of turnover (Dependent variable) on feedback, autonomy, organizational citizenship behavior,

Instrument Description used for data collection

Questionnaires was developed by keeping in view literature review supporting different

Judgmental based non-probability sampling technique is used. As only bank operational

Overall Correlation Results

Overall Male Female

Overall Male Female

Overall Male Female

Allen, N. J., & Meyer, J. P. (1996). Affective, continuance and normative

Angle, H. & Perry, J. (1981). An empirical assessment of organizational commitment and

Bluedorn, A. C. (1982). A unified model of turnover from organizations. Human

Brown, S. P. (1996). A meta-analysis and review of organizational research on job involvement.

Buchanan,B (1974a) Building Organizational Commitment; The socialization of

D’Arcimoles, C. H. 1997. `Human resource policies and company performance: a quantitative

Futrell, C. & A. Parasuraman, (1984) “The Relationship of Satisfaction and Performance to

Greenberg, J. 1986. The distributive justice of organisational performance evaluations. In H Bierhoff, R

Huselid, M. A. 1995. `The impact of human resource management practices on turnover,

Konovsky, M. A., & Organ, D. W. (1996). Dispositional and contextual determinants of

Loui, K. (1995). Understanding employee commitment in the public organization: A study of

Mobley, W. H., Horner, S. O., & Hollingworth, A. T. (1978). An evaluation of

Morrow, P. & McElroy, J. (1993). Introduction: Understanding and managing

Oldham, G. R. (1976). 'Motivational strategies used by supervisors: Relationships to

Organ,D.W. (1988). Organizational citizenship behavior: The good soldier syndrome.

Pfeffer, J. (1981). Power in organizations, Boston, MA: Pitman.

Randall, D. M. (1990). The consequences of organizational commitment: Methodological investigation.

Impact Of Organizational Commitment On Turnover Intentions Of

Please tick (√ ) in the appropriate space for your response.

1. Gender ( ) Male ( ) Female

2. Age Group ( ) 20 years or below ( ) 21 - 25 years

3. Education ( ) Ph.D. ( ) MS/ M.Phil/ Post Graduation

4. Country ( ) Pakistan ( ) Other

5. Status ( ) Student ( ) Employed

There are thorough plans for achieving organizational 1 2 3 4 5 6 7