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... for the rewards received or the punishmentssavoided (Meyer & Allen, 1997). Affective or emotional attachment to the organisation is thesmost prevalent component describing organisational commitment (=-=Allen & Meyer, 1990-=-;sMeyer & Herscovitch, 2001). Affective commitment is work-related attitudes which possessspositive feelings towards the organisation according to Morrow (1993). Affectivescommitment according to Heer...

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...hin the employer-employee relationship, not only are impersonal resources such assmoney, services, and information exchanged, but also socio-emotional resources such assapproval, respect and support (=-=Eisenberger, Armeli, Rexwinkel, Lynch, & Rhoades, 2001-=-)s16swhich contributes towards employees perception of organisational support (Eisenberger et al.,s1986).sEmployees, according to Levinson (1965 cited in Eisenberger et al., 2001), tend to perceivesac...

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...sable to use largerssamples.sData was collected by means of questionnaires. The use of a quantitative approach offers thespossibility to repeat the study, lending it greater reliability and validity (=-=Burns, 2000-=-). Aslimitation of the quantitative approach is the researcher’s lack of personal involvement.sWhile this lends objectivity to the study, it also means subtleties related to the fields ofs64senquiry m...

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...lader and Busch (2008) conclude that a significant correlation existss39sbetween motivation and affective commitment.sAffective commitment is also positivelyscorrelated to effort and job performance (=-=Allen & Meyer, 1996-=-; Meyer & Allen, 1991),ssatisfaction with the job or training (Meyer et al., 1993); pro-social and citizenshipsbehaviours (Allen & Meyer, 1996); lower levels of absenteeism (Allen & Meyer, 1996), ands...

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...anisational rewards and conditions and (d) role stressors, and training.s21s2.2.4.1 Perceived Supervisory SupportsSupervisor support has a direct effect on levels of perceived organisational supports(=-=Eisenberger et al., 2002-=-; Landman, 2008; Taunton, Boyle, Woods, Hansen, & Bott, 1997).sEisenberger et al. (1986) indicate that high levels of perceived organisational support aresrelated to supervisor support because they ar...

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...rces to preventsunfavourable treatment. The employee’s recognition of these resource restrictions maysprevent a decline in perceived organisational support but not stop a decline in job satisfactions(=-=Eisenberger et al., 1997-=-).sOrganisational Commitment: Perceived organisational support is assumed to increase thesemployee’s affective attachment to the organisation and his or her expectancy that greaterswork effort will be...

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...rograms. These increasingly common programs, ranging fromsemployee assistance programs to work-family programs such as child care and elder care,sprovide employees with various forms of help and aid (=-=Cascio, 2003-=-). Furthermore,sorganisational programs which include corporate volunteer programs and corporate socialsresponsibility initiatives, would also assist in increasing affective commitment as thesesprogra...

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...ganisational support-withdrawal relationship was greater when mediated by organisationalscommitment and satisfaction, which in turn, reduced turnover.sEisenberger, Fasolo and Davis-LaMastro (cited in =-=Allen et al., 2003-=-) found that individualsswith high perceived organisational support will be less likely to seek and accept alternativesemployment, and employees who perceive a high level of support tend to be committ...

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...rganisation, in that employees who feel empowered are more likely tosreciprocate by being more committed to their work and the organisation as a whole (Avolio,sGardner, Walumbwa, Luthans, & May 2004; =-=Avolio, Zhou, Koh, & Bhatia, 2004-=-). In anothersstudy, Dewettinck and Van Ameijde (2007) also report that as a result of the reciprocationsprocess, employees who appreciate decision latitude, challenge and responsibility as well assth...

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...e, 2009).sOrganisational comprehension. Organisational comprehension refers to how well employeessunderstand the organisation, including its strategic direction, social dynamics, and physicalslayout (=-=Bauer, 2007-=-; Cooper-Thomas & Anderson, 2005). This awareness according tosBegraim (2010) is a necessary prerequisite to develop affective commitment in employeessbecause it is difficult to identify with, or feel...

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...ctual turnover is the primary focus of many academics, determining thesunderlying factors that lead to intentions to quit are even more important, as it is an importantsantecedent to actual turnover (=-=Firth, Mellor, Moore, & Loquet, 2003-=-). Furthermore,sorganisations normally use exit interviews as a tool to understand employees’ reasons forsquitting, however, this method is retrospective. It is therefore important to understand thesc...

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...sure which dimensions. Furthermore, the 17-item survey contains sevensnegatively worded questions and therefore has to be reverse-scored, the reverse scored itemssare items 2, 3, 5, 6, 10, 13 and 14 (=-=Fields, 2002-=-).s3.7.2.2 Psychometric properties of the Survey of Perceived Organisational SupportsExploratory and confirmatory factor analyses have demonstrated high internal reliability forsthe Survey of Perceive...

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...thesorganisation’s contribution to a positive reciprocity dynamic with employees, as employeesstend to perform better to pay back for perceived organisational support (Allen, Shore, &sGriffeth, 2003; =-=Aselage & Eisenberger, 2003-=-; Rhoades & Eisenberger, 2002). Employersstypically and commonly value employees’ dedication and loyalty. Perceived organisationals17ssupport is also known as assurance - aid will be available from th...

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...r thoseshighly committed to their careers. Individuals low in both types of commitment had theshighest turnover intentions because they did not care about either the company or theirscurrent careers (=-=Chang, 1999-=-). Individuals with high career commitment and low affectivescommitment also tend to leave the company because they did not believe that the currentscompany was satisfying their career needs or goals....

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...mentscosts, training costs and the opportunity costs of lower performance by a new employee whileshe/she is inducted into his/her role, all add to high staff turnover needing to be kept to asminimum (=-=Charan, Drotter, & Noel, 2001-=-). For these reasons, organisations need to work tosimprove employees’ desire to remain in the organisation, reduce withdrawal behaviour andslimit staff turnover (Griffeth & Horn, 2001). Nasyira, Othm...

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...ations82sFigure 4.6 Location of respondentss83sxiisABSTRACTsA large body of research on staff turnover report that intention to leave the organisation issone of the key predictor’s to staff turnover (=-=Chen & Francesco, 2003-=-; Steel & Lounsbury,s2009). Researchers agree that when organisational commitment is high amongst staff thesresult is low turnover (Abdulkadir & Orkan, 2009; Culpepper, 2011; Muse & Stamper, 2007;sRho...

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...ikely to want to leave the organisation. Therefore, ansorganisation has to create among its workforce a sense of commitment to the organisation andsits goals prior to the stage of intention to leave (=-=Freund, 2005-=-). By reinforcing the relationssbetween the worker and the organisation in this way, a worker who has been considering jobsalternatives may once again come to believe in the organisation (Cohen, 2000)...

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...employees to work in an aviation industry (Charan et al., 2001;sHeracleous & Wirtz, 2010).sThe study of perceived organisational support has a long history in the fields of psychologysand management (=-=Eisenberger, Lynch, Aselage, & Rohdieck, 2004-=-). According to Rhoadessand Eisenberger (2002), perceived organisational support reflects employees’ general beliefsthat their place of work values their contribution and cares about its employees’ we...

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...avour. Thus,swhen individuals perceive that their employer shows concern for their well-being and seek tosmeet their needs, they are more likely to feel indebted to the organisation and show loyaltys(=-=Gakovic & Tetrick, 2003-=-). It therefore implies that if perceived organisational supportsamongst employees within this study increases, it is likely to increase their level of normativescommitment to the organisation. Meyer ...

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... commitment originated from Becker’s (1960) side bet theory. According to thestheory, commitments arise when a person making a side bet, links extraneous interests with asconsistent line of activity (=-=Becker et al., 1995-=-). It can be described as the perceived cost ansindividual associates with leaving an organisation (Meyer & Herscovitch, 2001). Individualsswho experience continuance commitment remain with an organis...

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...pportunities are not provided by the currentsorganisation. These individuals however, are not apt to leave and are likely to contribute tosthe company if their organisational commitment is increased (=-=Bedian et al., 1991-=-).sDeConinck and Johnson (2013) in their study found that perceived organisational supportswas an indirect predictor of turnover intentions through other variables. Their study examinedsthe effects of...

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...ts from an investigation into the validity of Allen and Meyer’ss(1990) three component model with a sample of 226 employees in China, found evidence forsdiscriminant validity of the commitment scale (=-=Cheng & Stockdale, 2003-=-).s3.7.4 TURNOVER INTENTIONS QUESTIONNAIREsThe Turnover Intentions Questionnaire was used to elicit data on employee’s intent to exit thesorganisation.s3.7.4.1 Nature and Composition of the Turnover I...

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...ORTsMany studies have supported the positive relationship between perceived organisationalssupport and organisational commitment in past decades (Alijanpour, Dousti, & Khodayari,s2013; Arshadi, 2011; =-=Aube et al., 2007-=-; Eisenberger et al., 1990). An empirical studysconducted by Tansky and Cohen (2001) found that there was a positive relationship betweens47sperceived organisational support and organisational commitm...

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...e,s2007; Kelty, 2005; Lee, 2000; Siong, Mellor, Moore, & Firth, 2006), job satisfactions(Gutknecht, 2005; Holt, Rehg, Lin, & Miller, 2007; Kelty, 2005; Siong et al., 2006),spsychological empowerment (=-=Benson, 2006-=-; Kelty, 2005) and organisational commitments(Holt et al., 2007; Kelty, 2005; Ladebo, 2005; Lee, 2000; Lok & Crawford, 2004; Siong etsal., 2006), to have a direct impact on intentions to leave an orga...

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...udying perceived organisational support hypothesized and examined thesrelationships between numerous antecedents and perceived organisational support (Allen etsal., 2003; Aselage & Eisenberger, 2003; =-=Eder & Eisenberger, 2008-=-; Rhoades & Eisenberger,s2002; Wayne, Shore, & Linden, 1997). In Rhoades and Eisenberger’s (2002) meta-analysis ofsover 70 studies pertaining to perceived organisational support, they suggest three ma...

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...eived stressors in the job accounted for 52 percent of thesvariance in intention to quit. Several other studies have also identified specific job-relatedsattitudes such as perceived leader behaviour (=-=Bertelli, 2007-=-; Dewettinck & Van Ameijde,s2007; Kelty, 2005; Lee, 2000; Siong, Mellor, Moore, & Firth, 2006), job satisfactions(Gutknecht, 2005; Holt, Rehg, Lin, & Miller, 2007; Kelty, 2005; Siong et al., 2006),sps...

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...rity) (Meyer & Allen, 1997). Normative commitment to the organisation has beenspositively related to such work behaviours as job performance, work attendance andsorganisational citizenship behaviour (=-=Döckel et al., 2006-=-). It is reflected in more positiveswork experiences and to a general sense of obligation to others (Meyer et al., 2004), as wellsas more pro-social and citizenship behaviours (Allen & Meyer, 1996).sN...

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...mpetitiveness and even existence of any organisation. This is particularly vitalsdue to the fact that skilled and competent employees are scarce, and there is an acknowledgeds‘global war for talent’ (=-=Beechler & Woodward, 2009-=-). Effectively attracting, developing,smanaging, motivating and retaining committed employees has become a critical successsfactor for sustained organisational performance (Spagnoli & Caetano, 2012).s...

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...ected fromseach category (Terre Blanche & Durrheim, 1999) andswould enable generalizability from thessample findings to the larger population which would ultimately improve the validity of thesstudy (=-=Carr, 2005-=-).sAlthough all employees at the selected company in the aviation industry were invited tosparticipate in this research (N=240) only 141 surveys were received but 131 questionnairesswere valid, thereb...

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...t are more likely to attend work, stay with the organisation, arrive atswork on time, perform well and engage in behaviours helpful to the organisation, as opposedsto employees who are not committed (=-=Aamodt, 2007-=-).sWayne, Shore and Liden (2007)ssupport this view and add that when an employee’s perception of organisational support isshigh, a social exchange develops in which employees may feel compelled to rec...

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...isors play an important role in improving performance andsdecreasing turnover through employee praise of accomplishments, providing adequatessupport and determining if perceptions of injustice exist (=-=DeConinck & Johnson, 2013-=-).sLastly, the researchers are of the opinion that organisations need to determine if supervisorssare providing environments that increase perceived organisational support through adequatesperformance...

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...s and goals.sHence, the 38.7% variance in predicting turnover could be attributed to variables that weresnot included in this study as identified by various other researchers (Abassi & Hollman,s2000; =-=Chen, 2006-=-; Chiok Foong Loke, (2001); Guthrie & Datta, 2008; Johnston et al., 1989;sVandenberghe & Tremblay, 2008).s5.4 MOST SALIENT FINDINGSsThe current study suggests that employees who perceive high levels o...

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...anisational comprehension. Organisational comprehension refers to how well employeessunderstand the organisation, including its strategic direction, social dynamics, and physicalslayout (Bauer, 2007; =-=Cooper-Thomas & Anderson, 2005-=-). This awareness according tosBegraim (2010) is a necessary prerequisite to develop affective commitment in employeessbecause it is difficult to identify with, or feel loyal to something that you do ...

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...mfort increases their motivation to stay with the organisations(Westerman & Cyr, 2004).sTrust. Trust refers to positive expectations one person has toward another person in situationssinvolving risk (=-=Finegan, 2000-=-). Trust means putting faith in another person or group. It is alsosa reciprocal activity: To receive trust, you must demonstrate trust. Employees have strongerscommitment to the organisation when the...

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...fectivenesssLow levels of organisational commitment in any workplace are related to greater levels ofsinefficiency and effectiveness (Popoola, 2005). In a study conducted by Angle and Perrys(cited in =-=Flu et al., 2009-=-) mixed results were found for the relationship between thescommitment subscales. The authors suggest that these findings may explain why the overallscommitment effectiveness relationships were not fo...

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... and recognition of work performance,sorganisations expected employees to work hard, stay dedicated and committed, and to remainswith their organisations with no intentions to leave the organisation (=-=Dawley et al., 2010-=-).s2.2.3 UNDERLYING THEORIES OF PERCEIVED ORGANISATIONAL SUPPORTsPerceived organisational support is fundamentally rooted in the norm of reciprocity (Rhoadess& Eisenberger, 2002). According to the nor...

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...rganisational supportstheory, as well as various other theorists who found a strong inverse relationship betweensperceived organisational support and turnover intentions (Al-Sakarnah & Alhaway, 2009;s=-=Batt & Colvin, 2011-=-; Cho, Johnson, & Guchait, 2009; Islam, Khan, Ahmed, Ali, Ahmed, &sBrown, 2013; Nasyira et al., 2014). To elaborate, Foong-ming (2008) in his study with 357sMalaysian knowledge workers, found perceive...

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...uals. Their study provides evidence showing that feelings of empowerment aresassociated with increased job satisfaction and decreased intentions to leave the organisation.sVarious research conducted (=-=Byrne, Pitts, Chiaburu, & Steiner, 2011-=-; Tan & Tan, 2000)sreveal that employees’ trust to the organisation was also found to mediate the relationshipsbetween perceived organisational support and organisational commitment.sMartin and Roodt ...

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...rganisation but not necessarily an emotionalsattachment. If also differs from continuance commitment because it does not necessarilysfluctuate with personal calculations of inducements or sunk costs (=-=Felfe & Yan, 2009-=-).sThe model of commitment developed by Meyer and Allen (1990) identifies a link betweensthe above mentioned approaches and indicate that it has an influence on turnover. Twosaspects according to Wast...

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...t when organisational commitment is high amongst staff, the result isslow turnover (Hom & Kinicki, 2001; Martin & Roodt, 2008; Morrison, 2004). According tosHackett, Bycio and Hausdorf (1994 cited in =-=Arshadi, 2011-=-), there is a strong correlationsbetween voluntary turnover and the three organisational commitment dimensions (namely,saffective, continuance and normative commitment). Their investigation showed a s...

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... has significantly increased flight demand, and this increase necessitates thesestablishment of a method to effectively decrease the occurrence rate of aviation-relatedssafety events (Aviation Safety =-=Council, 2010-=-).sAccording to data released by the Aviation Safety Council (2010), during the past decadesthere were approximately 1.08 accidents per million flight hours worldwide. Among varioussfactors cited caus...

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...Over the past few decades, organisational commitment has been studied extensively and hassbecome a topic of increasing importance in the area of industrial and organisationalspsychology (Adzeh, 2013; =-=Chen, Wang, & Sun, 2012-=-; Joo & Park, 2010; Manetjie &sMartins, 2009; Martin & Roodt, 2008; Meyer & Herscovitch, 2001; Somers, 2009;sTladinyane, 2012). The ongoing interest in this topic has mostly been due to the theoriseds...

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... to staff turnover (Chen & Francesco, 2003; Steel & Lounsbury,s2009). Researchers agree that when organisational commitment is high amongst staff thesresult is low turnover (Abdulkadir & Orkan, 2009; =-=Culpepper, 2011-=-; Muse & Stamper, 2007;sRhoades & Eisenberger, 2002). A strong correlation between voluntary turnover and the threesorganisational commitment dimensions (namely, affective, continuance and normative) ...

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...INTRODUCTIONsOver the past few decades, organisational commitment has been studied extensively and hassbecome a topic of increasing importance in the area of industrial and organisationalspsychology (=-=Adzeh, 2013-=-; Chen, Wang, & Sun, 2012; Joo & Park, 2010; Manetjie &sMartins, 2009; Martin & Roodt, 2008; Meyer & Herscovitch, 2001; Somers, 2009;sTladinyane, 2012). The ongoing interest in this topic has mostly b...

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...r et al.’s (1986) perceived organisational supportstheory, as well as various other theorists who found a strong inverse relationship betweensperceived organisational support and turnover intentions (=-=Al-Sakarnah & Alhaway, 2009-=-;sBatt & Colvin, 2011; Cho, Johnson, & Guchait, 2009; Islam, Khan, Ahmed, Ali, Ahmed, &sBrown, 2013; Nasyira et al., 2014). To elaborate, Foong-ming (2008) in his study with 357sMalaysian knowledge wo...

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...has detrimental effects such as an increase in turnover rates ands6sturnover intentions, and poorer performance rates, which ultimately affects organisationalsefficiency and effectiveness negatively (=-=Chuebang & Boatham, 2011-=-). Rhoades andsEisenberger (2002) confirm that organisational commitment is a consequence of perceivedsorganisational support, while Jones, Chonko, Ragarajan and Roberts (2007) argue thatsemployees’ o...

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... organisation. The research findings of a study conductedswithin a call centre environment revealed that organisational commitment may decrease theslikelihood of an employee leaving the organisation (=-=Davids, 2004-=-). The author maintains thatsthis finding may be due to the employee’s belief and identification with the organisation’ssvalues and goals.sA South African study by Vallabh and Donald (2001) found the ...

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...or support and training are effective at increasingsperceived organisational support because it positively communicates that employers aresinvested in their employees and care about their well-being (=-=Drost, Veena, & Talia, 2010-=-;sHeilmann, Holt, & Rilovick, 2008). Currie and Dollery (2006) surveyed 351 sworn andsstudent police officers and determined that additional skills training and tuition subsidiesscould enhance organis...

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...ve supported the positive relationship between perceived organisationalssupport and organisational commitment in past decades (Alijanpour, Dousti, & Khodayari,s2013; Arshadi, 2011; Aube et al., 2007; =-=Eisenberger et al., 1990-=-). An empirical studysconducted by Tansky and Cohen (2001) found that there was a positive relationship betweens47sperceived organisational support and organisational commitment. These results concur ...

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... this topic has mostly been due to the theorisedsrelationships between organisational commitment and employee behaviour such assproductivity/performance (Jaros, 1997; Suliman & Iles, 2000), turnover (=-=Farris, 2012-=-; Lew,s2009; Meyer & Maltin, 2010; Suliman & Iles, 2000), employee well-being (Briscoe &sFinkelstein, 2009; Meyer & Herscovitch, 2001) and job satisfaction (Farris, 2012; Singh,sBhagat, & Mohanty, 201...