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Organisational commitment and turnover intentions in humanitarian organisations

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  • Julia Wijnmaalen
  • Liesbet Heyse
  • Hans Voordijk

Abstract

Unwanted staff turnover is a prominent HRM problem in humanitarian organisations. In the profit sector, HRM tools such as pay, benefits, socialisation and training have proven to be effective in increasing organisational commitment and decreasing staff turnover. This study explores whether such tools are also effective in humanitarian organisations. Our study indicates that: 1) institutionalised socialisation tactics have a positive effect and individualised socialisation tactics have a negative effect on employees' organisational commitment; 2) some HRM tools could have the opposite effects than expected from the literature; 3) there seems to be no relation between organisational commitment and turnover intentions. It is therefore concluded that HRM tools used in the profit sector should not be blindly copied by humanitarian organisations as their effects may differ.

Suggested Citation

  • Julia Wijnmaalen & Liesbet Heyse & Hans Voordijk, 2016. "Organisational commitment and turnover intentions in humanitarian organisations," International Journal of Human Resources Development and Management, Inderscience Enterprises Ltd, vol. 16(1/2), pages 47-66.
    • Handle: RePEc:ids:ijhrdm:v:16:y:2016:i:1/2:p:47-66
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    Cited by:

    1. Nikita Singh & Syanda Alpheous Mthuli, 2021. "The Big Picture of Non-Profit Organisational Sustainability: a Qualitative System Dynamics Approach," Systemic Practice and Action Research, Springer, vol. 34(3), pages 229-249, June.

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