JOB SATISFACTION, TURNOVER INTENTION AND ORGANIZATIONAL

COMMITMENT
Azeez, Rasheed Olawale, MSc Graduate,
Department of Industrial relations and Personnel Management. Lagos State University
Email : r.azeez2002@gmail.com
Jayeoba, FolusoIlesanmi, Lecturer,
Department of Industrial relations and Personnel Management.
Lagos State University
Adeoye, Abayomi Olarewaju, Lecturer,
Department of Business Administration.
Lagos State University

Abstract
This study investigated the nature of relationships among employees’ job satisfaction, turnover intention and
organizational commitment. The study also examined the influence of employees’ job satisfaction and turnover
intention on organizational commitment. A sample which consists of 320employees (male, n=220, female,
n=100) of Lagos State University was selected randomly. Employees responded to items on Job Satisfaction
Scale (JSS), Turnover Intention Scale (TIS) and the Organizational Commitment Scale (OCS) and the Pearson’s
Product Moment correlation coefficient and multiple regression analyses were used to analyze collected data.
Four hypotheses were tested and the results show that there is a significant positive relationship between
employees’ job satisfaction and turnover intention. No statistically significant relationship was found between
employees’ job satisfaction and the three dimensions of organizational commitment. It also established that there
exists significant relationship between turnover intention and organizational commitment. Also there was
significant influence of employees’ job satisfaction and turnover intention on organizational commitment. It was
recommended that LASU management must put in place measures for staff to be satisfied with their jobs and
perceive their daily work decent at all-time; this will apparently reduce turnover intention of the workers and
engender organizational commitment.
Keywords: Job Satisfaction, Turnover Intention, Organizational Commitment, Lagos State University

INTRODUCTION recognition of the importance ofhaving superior human

Employees’ commitment is crucial for the survival of resources that are treasured, exceptional, unique, and
any business in this globalizing age. A business non-substitutable. There is little doubt thatorganizations
organization that focuses solely on investment in will need to spend heavily on their human resources in
physical resources, as opposed to human resources, is other to gain competitive advantage over their rivals.
narrow-minded.Gregory (2011), observed that a high Experience and knowledge of concerns in
rate of employee commitment is directly linked to a employees’commitment, how to retain valuable
lower turnover rate.It has been noted that employees and make them satisfied should be what
owinggoodfabrication facilities or superior products are academic institution owners in Nigeria most especially
usually not enough to ensure an edge over contenders or Lagos state should focus on so as to produce valuable,
rivals. Since production facilitiescan be duplicated, sustainable, rare and inimitable intellects and for their
cloned, or reverse-engineered, they may no longer institutions to be ranked among top flight in the world.
provide sustainable advantage(Buono & Bowditch,
2003).Greer (2001)noted that Quinn, Doorley and STATEMENT OF THE PROBLEM
Paquette (1995) argued that justifiable improvement Over the years it has been observed that organizations
generally comes from outstanding depth in selected have been concerned with profit maximization at the
human abilities and capabilities, information bases, or expense of employees’ commitment and
other strengths that competitors cannot reproduce. satisfaction.This negligence has amounted to
Inference can be made from this supposition thatthere is employees’ leaving the organization in search of other

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 Job Satisfaction, Turnover Intention And Organizational Commitment

institution that cares. REVIEW OF LITERATURE

Employees’ job commitment as anattitude is crucial for This section reviews organizational commitment, Job
the efficiency of any organization who wants to have satisfaction and turnover intention theoretical backdrop
competitive advantage in this globalizing to help understand the literary construct.
world.Discussions of people overtime shows that
employees’ commitment has been taken with levity in Organizational Commitment
virtually all sectors of the Nigerian economy.Ordinarily, This is a belief by an individual or an employee to work
higher productivitycan be induced by incentives like with his or organization and labor effortlessly for the
good pay, promotion, helpful environment, car loans, organization’s survival. Employees’ commitment is very
housing loans, research grants and training and essential for the existence of any organization that wants
development efforts. All these havedesirable effect to maximize profit, wants better customer service and
onworkers’ commitment. Academic institutions, workforce stability. Organizational commitment of an
especially state owned institutions do not often take into employee is aided by its job satisfaction and non-
consideration the satisfaction of their employees and turnover intention.It is also the feeling of devotion that
they are not bothered whether the staff is committed or employees have towards the organization they work for,
not. Also, there have not been adequate opportunities for which largely depends on the extent to which they
workers to complain of their dissatisfaction. Instead, the believe in the values, norms, orientations and aims of the
ideological and repressive state apparatuses are used to organization and feel personally involved in the mission
clamp the complaints down. of making the organization prosperous (Kumar,
Employees’ dissatisfaction resulting in having turnover Ramendran and Yacob, 2012).
intention and lack of commitment to work goes beyond
economic losses to the academic institution but it spreads
Three Component Theory
continuing concerns to the workers themselves, their
families and their friends. The three component theory was developed by Mayer
and Allen in (1990). This theory depicts commitment as a
Hence, the objective of this study is to investigate the
multifacetedinnerperception with its three major
association between employees’ job satisfaction,
components, theorized as affective, continuance, and
turnover intention and organizational commitment.
normative organizational commitment (Baksh, 2010).
WeiBo, Kaur, and Jun (2010)advanced that this
RESEARCH HYPOTHESES methodshas its origins in earlier studies of Becker (1960)
The following hypotheses will be tested to verify the and Porter et’al (1974).
relationship between the variables under consideration: The three component theory as promoted by Meyer and
H1: There is significant relationship between Allen (1990) noted that affective commitment is
employees’ job satisfaction and organizational concerned with the employees’ positive attachment to an
commitment. organization. They observed further that affective
H2: There is significant relationship between commitment is the “wish” component of organizational
turnover intention and organizational commitment. An employee who is affectively
commitment. committedstalwartlyrecognizes with the objectives of
H3: There is significant relationship between the business and wishes to continueto be part of the
employees’ job satisfaction and turnover business.
intention. On the other hand, Continuance Commitment is the
H4: There is significant effect of employees’ job “essential” element or the advantages versus damages of
satisfaction and turnover intention on working with an organization. WeiBo et al. (2010), noted
organizational commitment. that this continuance commitment intended to evaluate
the degree to which employees feel committed to their
organizations by virtue of costs that they feel are

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Job Satisfaction, Turnover Intention And Organizational Commitment

associated with leaving. We would appreciate the fact Turnover Intention Theory
thatan employeedoesn’t understand while they would Turnover intention is the intent of an employee to leave
stay by an organization when they have gotten plethora an organization in search of a new job and is explained by
of opportunities(Meyer & Allen, 1990). the social exchange theory.
For the normative commitment, the individual commits
to and remains with an organization because of feelings Social Exchange Theory
of obligation. These feelings may arise from an Perez (2008), observed that the theory is premised on the
employees’ personal decision. For instance, an employee supposition that social behavior is the result of an
that has been invested in by a way of training and exchange process, which sole purpose is to maximize
development might feel the moral obligation to stay with benefits and minimize costs. The theories according to
the organization as a sign of appreciation. Cook and Rice (2006), can be traced to the works of
While affective commitment may be said to signpost Homans (1961) and Blau (1964).
satisfaction with aspects of the organization, normative Cook and Rice (2006),paraphrasing Homans (1961),
and continuance commitment relates commitment with noted that social exchange is an activity, tangible or
stay or leave issues. intangible, and more or less rewarding or costly, between
at least two persons. This presupposes that exchange can
Job Satisfaction Theory be understood in terms of materials and non-materials
Employees’ job satisfaction is about how contented a possessions. Perez (2008), noted that someone that gives
worker is with his/her job. It is a feeling that appears as a much will be expecting at least the same amount in return
result of the perception that a job meets the material, and someone who receives a lot from others will be
social and psychological needs to a worker. It shows that expected to give much more in return.
some people get satisfied with their jobs if their desires
are met and they are emotionally balanced. Employee job Review of empirical literatures
satisfaction leads to higher organizational commitment One fundamental question in organizational behavior
of employees and high commitment leads to overall literature that has preoccupied scholars and researchers
organizational success (Saari and Judge, 2004). is; why do people get dissatisfied and not being
committed to their organization?
The Value-percept theory Many scholars and researchers have come up with
This theory argues that job satisfaction is perceived as plethora of works to show the relationship that exists
whether a job supplies what you value, or that employees between employees’ job satisfaction and turnover
values would determine what satisfies them on the job intention on organizational commitment.
(Locke, 1976). That was why Aziri (2008), sees job Some of the most influential empirical studies on the
satisfaction as a feeling that appears as a result of the subjects are Chatman and O’Reilly (1990); Martin and
perception that job enables the material and Roodt (2008); Azeem (2010); Aydogdu and Asikgil
psychological needs. (2011); Lumley, Coetzee, Tladinyane, and Ferreira
Colquitt, Lepine, and Wesson (2009), noted that the (2011); Yi, Nataraajan, and Gong (2011); Kaplan, Ogut,
theory can be summarized with the following equation: Kaplan, and Aksay (2012); Salleh, Nair, and Harun
(2012); Yücel (2012); Oyewobi, Suleiman, and
Dissatisfaction= (Vwant – Vhave) (Vimportance)
Muhammad-Jamil (2012); Adekola (2012); Ramay
They said further that in this equation, Vwantsreplicates (2012); Eslami and Gharakhani (2012); Kaufman and
how much of value an employee wants, Vhave shows Martin (2013)Almigo, Khan, and Hamzah (2014);
how much of that value the job supplies, and Folorunso, Adewale, and Abodunde (2014); Azeem and
Vimportance reflects how essential the value is to the Akhtar (2014); Zopiatis, Constanti, and Theocharous
employee. Big differences between wants and haves will (2014); Hartmann, Rutherford, Feinberg, and Anderson
create dissatisfaction. (2014); Habib, Aslam, Hussain, Yasmeen, and Ibrahim

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 Job Satisfaction, Turnover Intention And Organizational Commitment

(2014); Amundsen and Martinsen (2014); Kim, Im, and job satisfaction and organizational commitment. Their
Hwang (2015); Cahyono (2015); Chan and Mai (2015); study found a positive and significant correlate between
Joo, Hahn, and Peterson (2015); Omonijo, Oludayo, job satisfactions to normative commitment.
Uche, Eche, and Ohunakin (2015); Khan and Jan (2015); Furthermore, no significant relationship was found
and Olusegun (2015). between job satisfaction and continuance commitment
Analysing data withPearson Product Moment using the correlation analysis and regression analysis
Correlation coefficient and multiple regression for found that job satisfaction had a positive effect on
instance, Azeem (2010) investigated the nature of affective commitment. Salleh et al. (2012), in their study
relationships of job satisfaction and organizational on job satisfaction, organizational commitment and
commitment among 128 employees in the service turnover intention on employees of a retail company in
industry; in the sultanate of Oman. He found a moderate Malaysia; established that respondents were moderately
significant positive relationship among job satisfaction satisfied with job satisfaction facets such as promotion,
facets, demographic factors and organizational work itself, co-workers and supervisors but were
commitment. He also observed further that supervision, unsatisfied with salary. They also found a moderate
pay, overall job satisfaction, age and job tenure to be the commitment level with considerably high intention to
significant predictors of organizational commitment. leave the organization. All satisfaction facets except for
Chatman and O'Reilly (1990), focused on a multiform co-workers and organizational commitment were
study of building organizational commitment using significantly and negatively related to turnover intention.
ANOVA and their results showed a significant positive Yücel (2012), scrutinized the relationships among job
relationship between strong organizational recruitment, satisfaction, organizational commitment and turnover
socialization practices and individual commitment. intention of 250 employees of a manufacturing company
Martin and Roodt (2008), explored the perceptions of in Turkey. Structural equation modeling was used to
organizational commitment, job satisfaction and analyzed the collected data and found out that job
turnover intentions in a post-merger South African satisfaction is one of the most antecedents of
tertiary institution using the Kolmogrov-Smirovtest, organizational commitment and turnover intention;
structural equation modeling and the step-wise linear furthermore, the results suggests that high levels of job
regression Their study reported that commitment does satisfaction results in higher commitment and lower
not correlate more strongly than satisfaction does with turnover intention. So, job satisfaction positively
turnover intention. Aydogdu and Asikgil (2011), influences on affective commitment, continuance
assessed the empirical relationship among job commitment and normative commitment while it
satisfaction, organizational commitment and turnover negatively has an impact on turnover intention.
intention in the production and service provider sector Eslami and Gharakhani (2012), advanced in their study
using the correlation and regression analysis, found that on the impact of job satisfaction on organizational
job satisfaction has a significant and positive relationship commitments and found that promotions, personal
with the three dimensions of organizational commitment relationships and favorable conditions of work have
and that turnover intention has a significant and negative positive and significant effects on organizational
relationship with job satisfaction and organizational commitments. Martin and Kaufman (2013), found
commitment. significant relationships between employee job
Lumley et al. (2011), used the cross-sectional survey and satisfaction, organizational commitment and intention to
a convenience sampling technique of 86 employees at quit. Suma and Lesha (2013), investigation indicated that
four ICT companies in South Africa to discover the satisfaction with work-itself, quality of supervision and
relationship between employees’ job satisfaction and pay satisfaction had significant positive influence on
organizational commitment. The study found a number organizational commitment. Saeed, Waseem, Sikander,
of significant relationships between the two variables and Rizwan (2014), found that job satisfaction and leader
using the correlational and step-wise analysis. membership exchange has a direct negative influence on
Kaplan et al. (2012), examined the relationship between turnover intention. Almigo et al. (2014), discovers that

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Job Satisfaction, Turnover Intention And Organizational Commitment

there is no significant relationship between job predicting organizational commitment such as work,
satisfaction and organizational commitment. They noted coworker and supervision.
that, the higher job satisfaction and organizational Empirical works within the Nigerian context such as
commitment is, the lower the tendency to stop working, Oyewobi et al. (2012) upholds that a strong positive
and vice versa. Azeem and Akhtar (2014) findings relationship exists between adequate recognition
showed a moderate level of organizational opportunities and feeling of accomplishment derived
commitment among the 210 respondents. They found from the job with the r-value of 85%. Also, Adekola
further that job satisfaction facets and organizational (2012) discovered that employees in public universities
commitment are found to be positively related. Zopiatis have greater degree of organizational commitment in
et al. (2014)work utilizing the structural equation comparison to the private universities. In addition, that
modeling, positive correlations were found between job job satisfaction increase or decrease in organizational
involvement, affective and normative commitment; commitment. The paper deployed the MS Excel to
intrinsic and extrinsic job satisfaction. In addition, conduct the three-step analysis.
negative associations between affective organizational Omonijo et al. (2015) probed the problem of turnover
commitment, extrinsic job satisfaction and turnover intention among administrative personnel in a private
intention was not supported. Habib et al. (2014)affirm in faith-based higher institution using the chi-square, they
their study that the nature of organization significantly found out that 86.6% of the respondents were not
affects job satisfaction and turnover intentions. comfortable working without adequate fringe benefits as
Amundsen and Martinsen (2014)in their study found against 7.8% who were comfortable. Olusegun (2015),
that agreement in ratings of empowering leadership was found that there are significant relationships between job
not found to be related to subordinate’s job satisfaction satisfaction and turnover intention. Furthermore, the
and turnover intention. Dominguez, Mariana, Diego, study using the chi-square analytical technique revealed
and Fernández (2014)in their evaluation of 48 studies that there was no significant difference in the turnover
from 15 different countries with a sample of 35804 intention of library personnel by their place of work i.e.
employees; they found 89 different variables influencing federal and state universities.
the intention to leave of employees in an organization.
Cahyono (2015), examined turnover intention and their
Gap in Literature
antecedents using the locus of control as moderation, the
study used the structural equation modeling and linear Empirical literatures on the relationship as well as
structural relation to confirm the moderating effects influence of employees’ job satisfaction and turnover
related to turnover intention. The tests indicated a intention on organizational commitment appears
stronger influence of job satisfaction on turnover debatable, covering a gamut from positive, negative, to
intention and organizational commitment among those moderate influences. This trend might not be
with an internal locus of control than those with an unconnected with the dependence of earlier studies on
external locus of control. the direct relationship between employees’ job
satisfaction and organizational commitment or
Joo et al. (2015)found a modestly negative but
organizational commitment and turnover intention
significant correlations between the contextual factors
without linking the three variables together given the
and turnover intention. Contextual factors are
important role that employees’ job satisfaction and
organizational support, developmental feedback and job
turnover intention will play on organizational
complexity. They also found that core self-evaluations
commitment. More so, the diversity of results can also be
are negatively related to turnover intention. Khan and
traced to methodological issues and adoption of MS
Jan (2015)in their inquiry found that job satisfaction
Excel, Chi-Square e.t.c method of analyses and the
facets such as pay, promotion and work environment are
populationsfrom which datawere derived.
most significant factors shaping organizational
commitment of nurses in teaching hospital. They added This study employs the correlation and regression
that some other factors are playing a secondary role in methods of analyses to examine the effects of

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 Job Satisfaction, Turnover Intention And Organizational Commitment

employees’ job satisfaction and turnover intention on of the 3 (three) variables; employees’ job satisfaction,
organizational commitment dimension. Unlike previous turnover intention and organizational commitment. The
studies which doesn’t focus on challenging environment Spector’s (1994) Job Satisfaction Survey (JSS), with 36
like Nigeria, this study is unique by filling the literature itemswas used for the measurement of the employees’
gaps while focusing on a public/state owned university job satisfaction variable while the Mobley, Horner, &
where it is needed that employees’ are dissatisfied with Hollingsworth (1978) Turnover Intention Measurement
their work and want to leave at the slightest opportunity. Scale (TIMS) with 3 itemswas used for assessing the
In general, this study is unique especially by extending turnover intention and the Meyer and Allen (1990)
the frontier of literature towards providing answers to commitment Scale with 24 items and 3 dimensions
questions that does not only link employees’ job (affective commitment, continuance commitment and
satisfaction and turnover intention on organizational normative commitment) was used for measuring
commitment but also focuses on a state owned university organizational commitment. The scales were rated with
in Nigeria where such study has been given limited the likert scale of 1-5 (strongly disagree-1, disagree-2,
attention. Ultimately, this study bridges the empirical Undecided-3, agree-4, agree-5).A total number of four
gap that currently exists with regard to limited sampling hundred questionnaires were administered while three
size and issues of employees’ job satisfaction-turnover hundred and twenty instruments (320) (80%) were
intention-organizational commitment nexus. returned, and were found usable for this study.
A pilot study was conducted to ascertain the reliability
METHOD and validity of the research instruments. A total of one
The study used the descriptive survey design which is ex hundred and fifty questionnaires (150) were
post factoin nature.A sample size of 320 (three hundred administered on the targeted population but 90
and twenty) respondents comprising male and female (60%)questionnaireswas returned which were found
staff of the Lagos State University, were sampled for this useable for the pilot study. The test of reliability carried
study usingthe purposive and simple random sampling out using the SPSS 20 statistical tool showed aCronbach
techniques. Alpha of 0.72 Commitment Scale while Job Satisfaction
Surveyhas 0.75 andTurnover Intention Measurement
Male Female TOTAL Scale have an internal reliability of 0.78 which shows
that the instrumentswereinternally consistent and
Academic Staff 120 60 180 reliable. Also, factor analysis showed the Kaiser-Meyer-
Olkin measure of sampling adequacy of 0.553 for
Non-Academic 100 40 140
employees’ job satisfaction, 0.662 for turnover intention
Staff and 0.656 for organizational commitment which was the
acceptable percentage.
Total 220 100 320 The collected data was analyzed using the regression and
Grand Total 320 correlation analysis. The SPSS 20 version was used to
compute the correlation and regression of the variables
and results presented in tables 1, 2, 3, 4, 5 and 6.
The simple random sampling techniques ensured that
every member of the population under consideration has
RESULTS PRESENTATION AND
an equal chance of being selected for the sample
(Olaniyonu, Abari, & Gbenu, 2008; Taiwo, Oluwo, & INTERPRETATION
Olateju, 2006). The hypothesis which states that there is significant
Data was collected using threescales. The scaleswere relationship between employees’ job satisfaction and
designed in such a way that it obtained the needed turnover intention, was tested using the Pearson Product
information on the subject matters from the respondents. Moment Correlation and the SPSS output is in table 1.
The items in the scales used were existing measurement

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 Job Satisfaction, Turnover Intention And Organizational Commitment

At the above table, R value is the correlation coefficient the dependent variables. In this study, independent
between the dependent variable and the independent variables (Employees’ job satisfaction and turnover
variables taken together. The correlation coefficient (R intention) can explain 5% variance in dependent variable
Value) for this study is 0.223%. The R value is positive (organizational commitment). However, it still leaves
and has a low correlation between dependent variable 95% unexplained in this study. In other words, there are
(organizational commitment) and independent variables other additional variables that are important in
(Employees’ job satisfaction and turnover intention). explaining organizational commitment that have not
R square indicates the extent or percentage of the been considered in this study.
independent variables which can explain the variance in
Table 5: Coefficients of Regression between Job satisfaction,
turnover intention and organizational commitment
Model Unstandardized Standardized t Sig.
Coefficients Coefficients
B Std. Beta
Error
(Constant) 2.830 .199 14.232 .000
1 JOB_SATISFACTION .136 .065 .117 2.088 .038
TURNOVER_INTEN -.081 .021 .214 -3.838 .000
TION
A. Dependent Variable: Organizational_commitment

Table 5 above shows that turnover intention is the Employees’ job satisfaction is the predictor variables that
predictor variable that contribute the highest to the contribute the second highest to the variation to the
variation of the dependent variable (Organizational dependent variable (organizational commitment)
commitment)because Beta value (under standardized because Beta value (under standardized coefficient) for
coefficient) for this predictor variable is the largest (- this predictor variable is the second largest (0.117).
0.214) if compare to other predictor variable
(employees’ job satisfaction).
Table 6: ANOVAof Regression between Job Satisfaction,
turnover intention and organizational commitment
Table 6: ANOVA of Regression between Job Satisfaction, turnover intention and organizational
commitment
Model Sum of Squares Df Mean Square F Sig.
Regression 2.871 2 1.435 8.269 .000b
1 Residual 55.025 317 .174
Total 57.896 319
a. Dependent Variable: ORGANIZATIONAL_COMMITT MENT
b. Predictors: (Constant), TURNOVER_INTENTION, JOB_SATISFACTION

Table 6 above is the ANOVA value, F (8.269) calculated employees’. This implies that employees’ job
is greater than F (6.22) tabulated, therefore, job satisfaction and turnover intention has an effect on
satisfaction and turnover intention has a significant organizational commitment.
effect on organizational commitment of LASU

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DISCUSSION OF FINDINGS exists a significant relationship between job satisfaction

Hypothesis one indicated that there is no significant and turnover intention. Intrinsic and extrinsic rewards
relationship between employees’ job satisfaction and the are necessary to get staff satisfied. Extrinsic rewards are
three dimensions of organizational commitment. This argued to be satisfiers. Some extrinsic rewards include;
result is supported by the study of Kaplan et al. (2012). environment, quality of supervision, pay e.tc as noted by
They found that job satisfaction does not have a Ting (1997) helps to increase job satisfaction which
significant effect on continuance commitment which is a apparently reduces turnover intention of workers in the
component of the organizational commitment. Also, university. Other satisfiers should be put in place which
their study found a significant correlation between will make employees’ turnover intention reduce to the
affective commitment, normative commitment and job barest minimum. The job motivators should include;
satisfaction, which this result negates. adequate benefits and compensations, timely promotion,
The findings in this work suggests that though, the good infrastructural development, effective
university employees’ might have a psychological or communication channel between management and staff,
emotional connection to identification and participation equal treatment of all staff without prejudice. Also, the
in the organization and have a sense of responsibility as study of Alexander, Lichtenstein, Oh, and Ullman (1998)
noted by Allen and Meyer (1997), but they are not corroborates this findings in their work on nurses
satisfied with the status quo and need a change in the turnover intention. They found out that it’s the non-
organization’s principles and procedures. They might satisfaction of nurses with co-worker and physical
want to continue working for the organization based on hazard that causes their intention to quit.
the years that they have spent or premised on the fact that On hypothesis four, after a multiple regression analysis it
the Nigerian economy is dwindling. This outcome is was observed that employees’ job satisfaction and
contrary to the study of Lumley et al. (2011) who used a turnover intention have positive impact on
cross-sectional survey and a convenience sampling organizational commitment. Also, turnover intention
technique. Their study found a number of significant contributes more to the variance with regards to the effect
relationships between job satisfaction and organizational of job satisfaction and turnover intention on
commitment. Their results might be so because 86 organizational commitment. This findings is in line with
employees were selected from four ICT companies as the studies of Saeed et al. (2014), DeConinck and
against this current study which pulled all its respondents Bachmann (2011), Mosadeghrad, Ferlie, and Rosenberg
from one organization. (2008). They all found significant relationship between
Hypothesis twostates that there is a significant but the three variables. In the study of Aydogdu and Asikgil
negative relationship between turnover intention, (2011) they found out that job satisfaction has a
affective and continuance organizational commitment. significant and positive relationship with the three
But turnover intention has insignificant negative dimensions of organizational commitment and that
relationship with normative organizational turnover intention has a significant and negative
commitment.This resultsupports the findings of relationship with job satisfaction and organizational
(Jehanzeb, Rasheed, & Rasheed, 2013; Newman, commitment. In this study, it is observed that job
Thanacoody, & Hui, 2011)who found a statistical satisfaction has no significant relationship with
significant relationship between the intent to leave and organizational commitment but turnover intention has a
organizational commitment. In addition, the study of positive significant influence on organizational
Salleh et al. (2012) found a negative but significant commitment. Job satisfaction trait seems to take the
relationship of organizational commitment to turnover ‘back-stage’ in employees’ decisions.Moreover,
intention. someone may contemplate that individual’s turnover
Hypothesis three shows that there is a significant positive intention is a complex phenomenon which can only be
relationship between employees’ job satisfaction and understood better by the individual. The uniqueness and
turnover intention. This result is in line with the study specificity of the academic environment, volatile socio-
carried out by Olusegun (2015), who found out that there economic circumstances of LASU, as well as, other

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 Job Satisfaction, Turnover Intention And Organizational Commitment

‘uncontrollable’ factors, may affect such an intention and and regression method of analysis to understand the
reinforce a turnover culture having bad effects for the effects of employees’ job satisfaction and turnover
organization. intention on organizational commitment dimensions.
Unlike previous studies which doesn’t focus on
CONCLUSION AND RECOMMENDTIONS challenging environment like Nigeria. This study is
In light of the present challenges that has engulfed many unique by filling the literature gaps while focusing on a
organizations in the public and private sectors of the public/state owned university that its employees’ are
economy; there exists grave concern regarding how to dissatisfied with their work and want to leave at the
maximize profit using limited cost. In maximizing profit, slightest opportunity; and also through investigating the
the satisfaction of their employees’ must not be taking relationships between employees’ job satisfaction,
with levity. Employees’ job satisfaction and the turnover intention and organizational commitment.
reduction of the employees’ turnover intention must be In view of the above, the following suggestions are
reduced to the barest minimum. The tenets of recommended to the university owner and policy makers
organizational commitment should be orated to which will help increase organizational commitment,
employees. Psychological contract and organizational employees’ job satisfaction and reduce turnover
citizenship behavior should be preached by the intention of workers.
employers for workers to know that there exists a mutual The recommendations are as follows; that to remain
benefit. competitive in the academic industry by long retention of
Job satisfaction at work now has been relegated to the employees there is need for workers to have job
individual to make him or herself satisfied at work and satisfaction to engender greater organizational
the organizational commitment of employees’ has been commitment. Also, LASU management must put in
an employee personal opinion.If any person has to come place measures for staff to be satisfied with their jobs and
up with the question that; is there any need for perceive their daily work decent at all-time;this will
employees’ commitment? The answer to this type of apparently reduce turnover intention of the workers.
question of-course should be simple-the basic survival of Other recommendations as advanced by the committee
every organization whether public or private limited, on needs assessment of Nigerian public universities led
before today and in the foreseeable future lies in how by (Mahmood et al., 2012) are; that recurrent allocation
well its work force is satisfied and committed to meet the to the university should be improved to create window
objectives of the organization. This explains why the for more recruitment of academics so that LASU issueof
human resource department in today’s organization is having a staff-student ratio of 1:114 can be ameliorated.
becoming a focus of the company’s core functions. The implication of having more allocation and added
Satisfied and committed employees are needed in the staff is premised on the fact that existing staffwho have
rapidly changing business world where conflict is the much workload on them would get it reduced which will
issue confronting most managers. Most organizations engender job satisfaction and organizational
now consider their human resources as their most commitment. Furthermore, that the LASU conditions of
valuable assets (a strategic or competitive advantage). service be made competitive and attractive so as to attract
Therefore, in order to effectively and efficiently utilize and retain the best employees.
this strategic asset, satisfaction and commitment of the
employees’ are required. They should be committed so REFERENCES
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