The Effect of Job Characteristics on Managers’ Intent to leave the Organization: The Mediating Role of the Four Dimensions of Organizational Commitment
  

 

   This article provides information on how the intent to leave the organization effect job-related characteristics the employee have. In the report, a study was conducted that revealed a highly significant effect on the characteristics of various commercial banks of Pakistan. Once the human resource managers can prove to be useful to review and revise or design the job characteristics to retain employees in the organization, it would be beneficial to the organization. When a better opportunity comes along, employees may move elsewhere to receive higher pay or better benefits. Bringing improvements in the working conditions can create a psychological bond and commitment amongst the employees. 
    The prime reason employees’ have a lack of commitment is because of long work hours and the lack of knowledge about technology changes. It is very important to study job-related characteristics that would stimulate their intentions to leave the organization because of commitment issues. The (JDS) Job Diagnostic Survey assist in understanding the key role in how employees view the work place. The five factors of the JDS are: task identity, task significance, skill variety, autonomy, and feedback. These factors helps in highlighting key areas that can assist in the level of commitment of employees (Buys, Olckers, & Schaap, 2007).
    Organizational commitment is defined as a “psychological link between the employee and the organization”, which makes it less likely for them to leave (Meyer and Allen, 1997, pg. 252). When the intent of an employee to stay in the organization provide continuance commitment, it is also identified to have two sub dimensions. This concept is based on scarcity of alternatives and sacrifice of management role. The article mentioned normative commitment also.