The effect of organizational culture, organizational identification, and organizational commitment on turnover intention: An application in hotel enterprisesenterprises

This study aims to reveal the effect of organizational culture, organizational identification, and organizational commitment perceptions of employees working in hotel businesses on their turnover intention. In line with the purpose of the research, data were collected using the survey technique from the employees working in the hotels operating in the city center of Bursa, which constitutes the population of the research. Within the scope of the application, the data obtained from 335 employees were included in the evaluation. Frequency, percentage, mean, standard deviation, t-test, Anova analysis, Correlation analysis, and PLS-SEM structural equation modeling, were used and the results were interpreted in line with the research results. According to the findings, it has been determined that the views of the employees working in hotel businesses on organizational culture, organizational identification, organizational commitment, and turnover intention show significant differences according to, some demographic variables (age, marital status, department, and professional seniority). In addition, within the scope of the PLS-SEM structural equation modeling carried out in line with the research, the organizational culture has a positive and significant effect on the organizational commitment and organizational identification levels of the employees. On the other hand, though organizational commitment levels of the employees have a negative and significant effect on their turnover intention, however, it has been determined that organizational culture perceptions have a negative and no significant effect on intention to leave, and organizational identification levels have a positive and no significant effect on turnover intention. It has been determined that organizational commitment levels and organization identification levels have an indirect mediating role in the effect of employees' organizational culture perceptions on their turnover intention have an indirect mediation role. Finally, the findings were evaluated and interpreted, and suggestions were made for the managers, employees and literature.