The moderating role of life orientation and job satisfaction in the impact of organizational culture on turnover intention

This study aims to examine the moderating role of life orientation and job satisfaction in the effect of organizational culture on turnover intention. The sample of the research consists of 327 participants working in enterprises engaged in foreign trade activities in the agricultural machinery sector in Konya. Scales accepted by the researchers were used to measure the variables included in the study. In this context, the research included Cameron and Quinn's organizational culture scale, Cammann et al., the life orientation scale of Scheier, Carver, and Bridges and the job satisfaction scale of Ackfeldt & Coote were used. These scales were tested with "Confirmatory Factor Analysis" CFA using SPSS AMOS 24.0 program. In the analyses, it was seen that the participant attitudes towards the research variables organizational culture, intention to leave, life orientation and job satisfaction differed significantly depending on the position held (manager - employee other than a managerial position). The research results revealed that job satisfaction plays a moderating role in the effect of clan, market and hierarchy sub-dimensions of organizational culture on turnover intention. In addition, it was determined that life orientation did not play a moderating role for any sub-dimension of organizational culture in the effect of organizational culture on turnover intention. In addition, it was concluded that the clan, adhocracy and market sub-dimensions of organizational culture, as well as life orientation and job satisfaction, negatively affected the turnover intention. It has also been determined that market culture has a positive effect on life orientation, when clan and adhocracy cultures have a positive effect on job satisfaction.