Reading: The moderating effects on the relationship between workplace bulling and intention to leave

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The moderating effects on the relationship between workplace bulling and intention to leave

Authors:

S. A. H. Kaushalya ,

University of Kelaniya, LK
About S. A. H.
Department of Human Resource Management
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Chamaru De Alwis

University of Kelaniya, LK
About Chamaru
Department of Human Resource Management
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Abstract

Workplace Bulling (WB) is a major concern in any kind of organization because it leads to increase rate of turnover within the organization. However, there are certain factors, which affects to the employee retention in a workplace. This study was primarily focuses on identifying factors, which moderate employees’ intention to leave from the organization. It was mainly using quantitative approach to conduct the research. Under first stage of the study, it has explored three factors, Organizational Commitment, Perceived Organizational support (POS) and Belief in a just World (BJW) as major factors to test in Sri Lankan Context. Population of the study was recently joined nurses (within three years form the data collection data) in the state hospitals in Sri Lanka. Using convenience-sampling method it was selected sample units. The analysis was done by using descriptive statistics and hierarchical multiple regression analysis. Results revealed that there is a statistically significant relationship between workplace bulling and intention to leave. Further, it confirm all three tested moderating factors statistically significant impact on the direct relationship from above mentioned three factors. In addition, it confirmed that that only BJW create significant impact on IL. Organizational commitment and POS become insignificant in combined effect. This Study can be concluded that there is a significant relationship between WB and IL and it can be moderate by OC, POS and BJW.
How to Cite: Kaushalya, S.A.H. & De Alwis, C., (2016). The moderating effects on the relationship between workplace bulling and intention to leave. Kelaniya Journal of Human Resource Management. 11(2), pp.110–127. DOI: http://doi.org/10.4038/kjhrm.v11i2.32
Published on 23 Jul 2016.
Peer Reviewed

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