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  • 1.
    Gutö, Jonas
    et al.
    University of Skövde, School of Business.
    Malmgren, Mattias
    University of Skövde, School of Business.
    Vad gör vissa medarbetare mer benägna att sluta än andra?: En studie om hur medarbetares organisationsidentifikation och yrkesstatus påverkar deras intentioner att lämna sin organisation.2014Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesis
    Abstract [en]

    Loyalty towards the employer has been considered a merit in the past. In today'slabor, loyalty may instead be regarded as a burden on the loyal employee because he/she often gets lower wage and gets less attractive on the labor market than those who change jobs every once in a while. This may cause problems within the organizations, such as a high employee turnover where individuals leave their jobs in a faster pace than the organizations expect. This places high demands on organizations to work strategically with their Human Resources Department to recruit the right staff and retaining them in the organization. The purpose of this study was to examine why some individuals are more likely to leave their organizationsthan others. This was accomplished through measuring the variables organizational identification, perceived occupational status and its correlation with the intention to leave their organization. A quantitative survey was conducted in collaboration with the Swedish Armed Forces. The respondents consisted of professional soldiers from Skaraborgs regiment serving in the 42nd mechanized battalion. The results showed significant negative correlations between organizational identification and intention to leave their organization (β=-.39,p=<.001), and perceived occupational status and intention to leave their organization (β =-.35,p=<.001). Organizational identification also had a significant positive association with perceived occupational status (β=.34, p=<.001). The results indicate that organizational identification affects not only the intention to leave their organization, which also has been shown by previous studies, but also employees' perceived occupational status. This provides incentives for organizations to work actively to increase their employees' organizational identification if the employee’s perceive a low occupational status and if the turnover rates are high.

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