Review of Integrative Business and Economics Research, Vol.

9, Supplementary Issue 1 88

The Influence of Affective Commitment, Job

Satisfaction and Job Stress on Turnover
Intention: A Study of Nepalese Bank Employees

Vimolwan Yukongdi*
School of Management, Asian Institute of Technology

Pooja Shrestha
School of Management, Asian Institute of Technology

ABSTRACT
This study examined the effect of affective commitment, job satisfaction and job stress
on intention to leave among bank employees in Nepal. Data were collected using a
questionnaire-based survey of 282 employees working at a bank in Kathmandu. Data
were analyzed using multiple regression analysis. The results suggested that affective
commitment and job satisfaction had a negative effect, while job stress had a positive
influence on turnover intention. Specifically, job satisfaction had the strongest effect on
turnover intention, followed by job stress and affective commitment. Practical
implications for the study are discussed.

Keywords: Affective commitment, job satisfaction, job stress, turnover intention

1. INTRODUCTION
In recent times, employee retention has become increasingly difficult and has posed as a
problem in many organizations (Gangwani, Dubey & Dasgupta, 2016). The constantly
growing number of organizations that seek skilled, knowledgeable and talented staff
have created competition in the labor market for such employees and has also limited
their availability (Michael, Prince & Chacko, 2016). Hence, retaining talent has
emerged as a major challenge for organizations worldwide.

In Nepal, the banking and financial institutions grew immensely in city-centered

markets post economic liberalization, thus, causing extensive competition in the
banking sector. The banking and financial services sector began to hire talented people
from competitors within the industry by offering better salary, career growth
opportunities, training, and benefits as retention strategies. Such interbank switch or
employee turnover is quite common in the Nepalese banking sector due to high
competition and shortage of competent human resources (Bista & Regmi, 2016).

Employee turnover not only has financial costs but also results in the loss of skills,
knowledge and business relationships (Ramlall, 2003). Furthermore, the need and
expectations of employees are changing. Hence, it is essential for organizations to
understand the factors triggering intent to leave and to develop appropriate strategies to

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Review of Integrative Business and Economics Research, Vol. 9, Supplementary Issue 1 89

retain talent. Since turnover intention is a precursor of actual turnover (Steel & Ovalle,
1984), employers can influence employees’ intention to leave as they have not yet quit
their jobs, therefore, it is crucial to understand the factors leading to eventual employee
turnover which is the main aim of the present study.

There are many possible reasons why an employee might quit their jobs or intend to do
so. An extensive review of the literature identified three relevant variables: affective
organizational commitment, job satisfaction (see for example Kim, Tam, Kim & Rhee,
2017) and job stress which have been frequently regarded as antecedents of intention to
leave.

In sum, the purpose of this study is to investigate the factors that influence turnover
intention. The current study seeks to address the extent to which affective
organizational commitment, job satisfaction and job stress influence employees’
intention to leave. The paper begins by presenting a review of relevant literature, a
formulation of hypotheses and the conceptual framework for the study. In subsequent
sections, data collection and data analysis are described, followed by a discussion of the
results. The paper concludes with implications for managers.

2. LITERATURE REVIEW
2.1 Turnover Intention
Turnover intention refers to a possibility of individuals voluntarily switching jobs
during a specific period of time (Sousa-Poza & Henneberger, 2004). Turnover intention
is an intent of an employee to quit the organization and it is an immediate predecessor
of actual turnover. Thus, it is a mediator between attitudes triggering intention to leave
and leaving an organization (Glissmeyer, Bishop & Fass, 2007). An understanding of
the factors which stimulate intention to leave or voluntary exit is quite useful for an
organization to modify their policies and strategies of human resource management in
order to retain their best talent (Stewart, Volpone, Avery, & McKay, 2011).

2.2 Organizational Commitment

Organizational commitment may be viewed as a psychological bond between an
individual and an organization. In general, organizational commitment reflects
employees’ commitment towards an organization (Angle & Perry, 1981). Individual’s
organizational commitment involves trust in the ideals of the organization, keenness to
devote substantial effort and desire to stay with the organization (Dunham, Grube. &
Castaneda, 1994). Organizational commitment is an important factor as committed
employees are more likely to remain with an organization, maintain better relationship
with customers, are flexible to changes, learn and work much more productively
(Mowday, 1998).

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Review of Integrative Business and Economics Research, Vol. 9, Supplementary Issue 1 90

Organizational commitment includes three distinctive components: affective,

continuance and normative commitment. (Allen & Meyer, 1990). Even though
organizational commitment is a multidimensional construct, affective commitment is
regarded as the most effective measurement of organizational commitment (Alniaçik,
Alniaçik, Erat & Akçin, 2013). Employees who display high affective commitment are
driven to work hard, exert considerable amount of effort, exhibit higher level of
performance and hence make more purposeful contributions. Thus, the current study
focuses on affective commitment.

Affective commitment is a sentimental bond with an organization. It increases if

employees’ needs and expectations are met (Allen & Meyer, 1990). It is the extent to
which an employee relates to an organization’s objectives, ideals, beliefs and the
employee also wishes to continue being a member of the organization (Robbins &
Judge, 2007). Furthermore, some researchers believe affective commitment best
predicts intention to leave (Randall, O'Driscoll & Mike, 1997; Masud & Daud, 2019).
Hence, this study will examine affective organizational commitment as a predictor of
turnover intention and proposes that:

H1: Affective commitment will have a negative effect on turnover intention.

2.3 Job Satisfaction

Job Satisfaction is a measure of individual’s overall feeling and attitude towards a job
(Graham, 1982). It is represented by a positive emotional state ensuing from
employee’s evaluation of job experience, accomplishment and success (Locke &
Dunnette, 1976). Job satisfaction is a reflection of how an individual feels about the
organization and various aspects of it (Spector, 1997). It is the level to which an
individual is content (satisfied) with the job. It shows the convergence between
employee’s personal interest and what is provided by the organization.

Job satisfaction has been found to be a significant predictor of employees’ intent to

remain with an organization and has an influence on reducing turnover (Hellman, 1997).
Further, the relationship is consistently negative. High level of job satisfaction reduces
the probability of voluntary exit (Cavanagh & Coffin, 1992), while increased
dissatisfaction amongst employees results in a higher possibility of them considering
other job opportunities (Hellman, 1997). Hence, it is predicted that:

H2: Job satisfaction will have a negative influence on turnover intention.

2.4 Job Stress

Job stress refers to an “emotional response to stimuli that may have dysfunctional
psychological or physiological consequences” (Parker & Decotiis, 1983, p. 165). It may
be a result of work exhaustion and anxiety from one’s job (Firth, Mellor, Moore, &

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Review of Integrative Business and Economics Research, Vol. 9, Supplementary Issue 1 91

Loquet, 2004). Extreme level of job stress impairs individual’s performance and also
results in undesirable behavioral and attitudinal work outcomes (Kelloway, Frone &
Barling, 2005) . High level of work-related stress induces a turnover reaction (Sawyerr,
Srinivas & Wang, 2009). Feelings of stress such as feeling tense or emotionally drained
not only reduces the level of job satisfaction but can also increase employees’ intention
to quit. Hence, it is predicted that employees experiencing high level of job stress are
more likely to leave their organizations (Shih-Tse Wang, 2014).

H3: Job stress has a positive influence on turnover intention.

3. CONCEPTUAL MODEL
The conceptual model for the present study (Figure 1) depicts the relationship between
the independent variables: affective commitment and job satisfaction which are
predicted to have a negative effect on intention to quit; while job stress is hypothesized
to have a positive influence on turnover intention, the dependent variable.

Affective Commitment
H1

Job Satisfaction H2
(Pay, coworkers, supervisors,
nature of work, growth Turnover Intention
opportunities)
H3

Job Stress

Figure 1 : Conceptual Model

4. METHODOLOGY
Data were collected based on a survey of 282 full-time employees (81 % response rate)
working at a bank in Kathmandu, Nepal. A questionnaire was developed based on pre-
validated instruments used in previous research. Data were analyzed using multiple
regression analysis. The first section of the survey consists of demographic questions
relating to age, gender, educational background, occupational level, and employment
status.

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The second section includes questions measuring the key variables in the study. The
response scale is a 5-point Likert scale, ranging from strongly disagree (coded 1),
disagree (2), neutral (3), agree (4) to strongly agree (5). Eight questions measure
affective commitment based on the work of Meyer & Allen (1991). An example of a
question measuring affective commitment is “I would be very happy to spend the rest of
my career with my organization” Scale reliability was acceptable (α = .87).
Job satisfaction is based on 9 questions derived from prior research (Ramalho Luz, Luiz
de Paula & de Oliveira, 2018). Respondents are asked to rate their degree of
satisfaction with pay, co-workers, supervisors, career growth opportunities, and the
nature of the job. A sample question includes, “I am satisfied with the career growth
opportunities in the job.” The scale showed acceptable Cronbach alpha coefficient of
0.73.

Job stress is based on 7 questions adopted from Firth, et al. (2004). A sample item
includes “I feel emotionally drained by my job”. The Cronbach alpha coefficient was
satisfactory (α = 0.73).

Employees’ intention to leave the organization is measured on a 4-item scale adopted

from Alniaçik, Alniaçik, Erat & Akçin (2013). A sample item is “I often think of
quitting my current job”. The reliability coefficient was found to be acceptable (α =
0.81).

The final section of the questionnaire includes two open-ended questions that request
respondents to identify two or three factors that led them to seek employment elsewhere
and those factors that kept them from looking for other jobs.

5. RESULTS & DISCUSSION

The aim of the present study is to test the effect of affective commitment, job
satisfaction and job stress on employees’ turnover intention. With respect to the profile
of the respondents, over half of the respondents were female (53.2%) while 46.8% were
male. The majority of the respondents were in the age group of 20-30 years (51.1%)
followed by those in the 31-40 age group (32.6%). More than half of the respondents
held a master’s degree (52.5%) whereas 134 respondents (47.5%) had a bachelor’s
degree. Further, 53.9% respondents were married and 45% were single. Under 10% of
respondents (8.5%) had been working with the organization for less than one year,
33.3% for 1-4 years, 27 % for 5-8 years while 31.2% had been with the organization for
more than 9 years. In terms of occupational level of the respondents, the top level
employees included assistant managers, deputy managers and managers. Middle level
employees consisted of supervisors, senior officers, junior officers, and officers; while
lower level employees comprised of senior assistants, junior assistants and assistants.

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Multiple regression analysis was conducted to test the hypotheses and the influence of
affective commitment, job satisfaction, job stress on turnover intention.

Table 1: The Model Summary

Std. Error Change Statistics

R Adjusted of the R Square F Sig. F
Model R Square R Square Estimate Change Change df1 df2 Change
a
1 .690 .476 .470 .54475 .476 84.096 3 278 .000
Predictors: (Constant), Job satisfaction, Affective commitment, Job stress
Dependent variable: Turnover intention

The regression model was statistically significant F (3, 278) = 84.096; p < .001. and job
satisfaction, affective commitment, job stress explained 47% of the variance in turnover
intention (Table 1).

Table.2: Multiple Regression Results

Coefficientsa
Unstandardized Standardized Collinearity
Coefficients Coefficients Statistics
Model B Std. Error Beta T Sig. Tolerance VIF
1 (Constant) 4.404 .326 13.505 .000
Affective -.306 .062 -.269 -4.949 .000 .640 1.562
commitment
Job -.460 .080 -.331 -5.737 .000 .568 1.760
satisfaction
Job stress .369 .065 .273 5.717 .000 .827 1.209
a. Dependent Variable: Turnover intention

The variance inflation factors (VIF) were less than 5 (Table 2) while tolerance values
were within the acceptable range (0.1 – 1.0) for all variables (Kutner, Nachtsheim and
Neter, 2004). Thus, the regression model was free from multi-collinearity problems.

The results indicated that job satisfaction (β= -0.460, p <0.001) had a greater impact on
employees’ intention to leave followed by job stress (β= 0.369, p <0.001) and affective
commitment (β= -0.306, p <0.001). The negative beta coefficient for affective
commitment and job satisfaction indicated that a higher degree of job satisfaction
(hypothesis 2) and higher level of affective commitment (hypothesis 1) predicted a
lower probability of intention to quit while employees experiencing a greater degree of
job stress (hypothesis 3) were more likely to express a stronger intention to quit their
jobs. Thus hypotheses 1, 2 and 3 are supported.

According to hypothesis 1, affective organizational commitment would negatively

affect intention to leave. The result from the current study supports this prediction and

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is consistent with prior research (Allen & Meyer , 1990). Hypothesis 2 predicted that
job satisfaction would have a negative effect on turnover intention. The finding from
the current study provides evidence to support this hypothesis and is consistent with
prior studies that found as job satisfaction increases, intention to quit decreases
(Hellman, 1997; Cavanagh & Coffin, 1992). Finally, hypothesis 3 posited that job
stress would have a positive influence on intention to turnover. The result from this
study supports this prediction and other studies that have found a high degree of job
stress would have a greater influence on intention to quit (Shih-Tse Wang, 2014).

Respondents’ answers to two open-ended questions revealed that the most frequently
cited factors that would influence employees to quit include lack of career growth
opportunities and lack of timely promotion, compensation commensurate with higher
position, working environment, extreme work pressure, work relationships with
supervisors and co-workers, motivational factors, the nature of jobs, lack of work-life
balance, and behavior of management towards employees. The complete list of factors
is given below (listed in alphabetical order).

1. Assignments with unrealistic target

2. Behavior of management towards employees
3. Better opportunities/better future
4. Career growth opportunities
5. Compensation
6. Disrespect or inhumanity
7. Exposure and opportunity to learn new things
8. Higher position
9. Hometown transfers
10. Inflexible timing
11. Improper management system
12. Job description/job nature
13. Job satisfaction
14. Monetary factors
15. Motivational factors
16. Promotional opportunities/timely promotion
17. Quality of work life
18. Repetitive and monotonous work causing boredom
19. Reward and recognition equivalent to employee’s effort or good work
20. Time to socialize with coworkers
21. Team spirit
22. Unsupportive coworkers
23. Unhelpful and unfriendly supervisor
24. Working environment
25. Work-life balance

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26. Work-load/work pressure

27. Work relationship with supervisor and co-workers

The second open-ended question asks employees to mention factors/reasons that kept
them from seeking jobs elsewhere. The responses are presented in alphabetical order
below:

1. Attachment to the organization

2. Benefits/bonus
3. Career growth and personal development
4. Circle of friendly colleagues in department/family environment within a
department
5. Guidance from senior/supervisory support
6. Higher pay
7. Job security
8. Respect from coworkers and supervisors
9. Skill development
10. Trust and responsibility
11. Need to work from zero level if switched to other organization

Among the factors that were mentioned by employees, the most frequently cited
employee retention factors were related to job security, benefits/bonus and circle of
friendly colleagues in department/family environment within a department.
Furthermore, one of the reasons mentioned by employees that prevented employees
from seeking employment elsewhere was attachment towards the organization. This is
consistent with the results of multiple regression analysis which indicate that higher
affective commitment towards organization is related to lower turnover intention.

6. IMPLICATIONS & CONCLUSION

The findings of this research offer implications for practice. Overall, the findings have
highlighted the importance of job satisfaction facets (job satisfaction was measured in
terms of pay, career growth opportunities, coworkers, supervisors and work itself) in
influencing employees’ decision to quit. Affective commitment is found to be a strong
predictor of intention to quit as well. The organization should seek ways to enhance
affective commitment among employees as less committed employees are more likely
to seek employment elsewhere. HR researchers recommend developing human
resource strategies to strengthen the level of affective organizational commitment. For
example, merit-based recruiting, competitive pay structure, timely promotion scheme
based on performance, training and development programs, proper rewards and
recognition for good work tend to have a positive effect on affective commitment
among employees. Further, a positive working environment with clear communication,

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trust and cooperation could also enhance organizational commitment (Saleh, Lee &
Prien, 2012).

Job stress is another crucial factor found to influence employees’ intention to leave the
organization. Job stress is increasing as financial institutions are undergoing mergers
and acquisitions (Chen, Lin, & Lien, 2011), particularly, among banks in Nepal in
recent years. The organization could attempt to reduce job stress among employees by
introducing flexible working hours. The work pressure should be in line with the
capability of employees along with the resources. Finally, occasional stress
management programs could also be beneficial.

In concluding, this study has contributed to existing literature regarding the relationship
between affective commitment, job satisfaction and job stress. The results confirm that
when employees are satisfied with their jobs and are emotionally attached to the
organization, they are less likely to think of quitting their jobs while stress at work could
contribute to increasing turnover intention.

ACKNOWLEDGEMENTS
The authors wish to acknowledge and express appreciation to the men and women who
so generously volunteered their time to participate in this study.

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