The Effect Of Organizational Culture On Turnover Intention In Private Universities In Afghanistan

Abstract

This study's primary goal is to investigate the link between organizational culture and the variables that affect an employee's decision to quit their present position at Private universities. Employee turnover still is a major problem for companies since it is highly expensive from the organization's perspective and has a substantial negative impact. The majority of the explanations that are mentioned in the literature are conservative views of traditional causes, including sociological and psychological organizational behavior. Organizational culture is one of the traditional factors of voluntary turnover that has been studied but still requires attention. This paper examined how organizational culture affects professional University staff’s intentions to leave private Universities. To determine the connection and impact between the independent and dependent variables, correlation and regression analyses were used. The results demonstrate that Type B adhocracy culture predominated in private Universities. The findings showed that there is just one sort of organizational culture that affects intention to leave: Type A Clan culture, it is also shown that this type of organizational culture has a significant and positive effect on voluntary turnover intention among University staff. This discovery may be used by decision-makers and other interested parties that need to find a means to stop professional University employees from quitting on their own and create an organizational culture or policy to keep them employed in private Universities.