The Impact of Perception of Organizational Politics, Social Capital, and Power Centralization on Employee Turnover Intentions.

ABSTRACT This study examines how perceptions of organizational politics (POP), social capital (SC), and centralization of power (CENT) influence employee turnover intentions (TOI) in nonprofit and public organizations in rural Northern Alberta. Grounded in social capital theory, the study explores how bonding, bridging, and linking forms of SC interact with organizational dynamics to shape employees’ decisions to stay or leave. Data were collected through a cross-sectional survey of 174 employees and analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM) in SmartPLS. The findings indicate that POP is significantly associated with greater TOI. CENT partially mediates the relationship between POP and TOI, and when combined with SC, it does not sequentially mediate this relationship. Furthermore, POP, CENT, and SC collectively form a full mediation pathway, demonstrating the complex interplay among these constructs in influencing employee turnover. However, SC alone does not mediate the relationship between POP and TOI.By highlighting the conditional and interconnected nature of these relationships, this study challenges assumptions about the uniformly positive effects of social capital. These findings, derived from an underrepresented regional and organizational context, emphasize the importance of inclusive leadership, transparent decision-making, and coordinated teamwork in sustaining SC and reducing employee turnover. Keywords: organizational politics, social capital, centralization, turnover intention, PLS-SEM, nonprofit organizations, rural Alberta

Author dc:creator

• Ndumu, Emmanuel, Tamajong

Advisor dc:contributor.advisor

• Du, Juana

• College of interdisciplinary studies

Language dc:language.iso

en_US

Identifier URI

https://doi.org/10.25316/IR-20512

OAI identifier oai:identifier

oai:null:10613/28949