Abstract
Purpose. The purpose of this study was to examine the inter-relationships among university employees' demographic variables, job satisfaction, and intention to turnover in order to assess the influence of different variables on the prediction of turnover and to provide a more complete understanding of the turnover process. Methodology. The overall design of this study was correlational. Questionnaires were distributed to all full time faculty, administrative and classified employees of the University of La Verne. The statistical treatment of the data included percentages, frequency distributions, means, standard deviation, t-tests, partial correlation and multiple regression. Findings. The study found that University of La Verne employees, in general, were similar to other occupational groups on the level of job satisfaction. The least satisfied dimensions were promotional opportunities and pay. There were differences on promotion, pay and work satisfaction among each group of employees at the University of La Verne. Regression analyses indicated that the model was successful in accounting for about 31% of the variance in the intention to turnover for the total group of employees (demographic variables 8% and job satisfaction 23%). The study indicated that work satisfaction predicted intention to turnover for all employees. The job satisfaction dimensions had different degree of predictability of intention to leave for each group of employees. Recommendations. This study recommends the following: (a) direct measures of employee's turnover intention could provide useful information in addition to periodic demographic and job satisfaction surveys for forecasting losses of employees; (b) adding new variables such as economic alternatives, job availability, organizational commitment, other stressors (besides interaction stress), future expectations, career goals or career change might improve the proportion of the variance in turnover intention which can be predicted; (c) using various strategies to reduce general employees' turnover; and (d) the promotional and pay system need to be reviewed at the University of La Verne to deal with the issue of dissatisfaction in these areas to prevent future turnover problems.