{"id":{"repo_id":"utc","oai_identifier":"oai:scholar.utc.edu:theses-1384"},"canonical_url":"https://search.dev.ndltd.org/etd/utc/oai:scholar.utc.edu:theses-1384","repository":{"repo_id":"utc","name":"University of Tennessee - Chattanooga","base_url":"https://scholar.utc.edu/do/oai/"},"display":{"title":"What makes people stay? Examining the relationships among loyalty to supervisor, organizational commitment and intent to turnover","abstract":"Using survey data from a sample of 130 employees across a range of jobs in various organizations, the author examined the relationships among loyalty to supervisor, organizational commitment (affective, continuance, and normative), and intent to turnover. Regression analyses indicated that of the three forms of organizational commitment, only affective commitment fully mediated the relationship between loyalty to supervisor and intent to turnover. These results stress the importance of defining and creating a work environment in which both loyalty to supervisor and affective commitment are enhanced. Research implications, limitations, and areas for future research are also discussed.","abstract_html":"Using survey data from a sample of 130 employees across a range of jobs in various organizations, the author examined the relationships among loyalty to supervisor, organizational commitment (affective, continuance, and normative), and intent to turnover. Regression analyses indicated that of the three forms of organizational commitment, only affective commitment fully mediated the relationship between loyalty to supervisor and intent to turnover. These results stress the importance of defining and creating a work environment in which both loyalty to supervisor and affective commitment are enhanced. Research implications, limitations, and areas for future research are also discussed.","abstract_has_math":false,"creators":["Cunningham, Christie"],"institution":"University of Tennessee at Chattanooga","degree_name":null,"degree_level":null,"degree_discipline":null,"degree_department":null,"school":null,"contributors":["Weathington, Bart L.","O'Leary, Brian J.; Cunningham, Chris","College of Arts and Sciences"],"advisors":[],"committee_chairs":[],"committee_members":[],"year":null,"date_issued":"","date_published":null,"updated_at":"2026-07-24T05:46:19Z","subjects":["Organizational commitment","Employee loyalty"],"languages":["English","eng"],"rights":[],"rights_urls":["https://rightsstatements.org/page/InC/1.0/?language=en"],"identifier_entries":[]},"links":{"outbound_url":"https://scholar.utc.edu/theses/244","outbound_label":"Repository record","outbound_source":"dc:identifier"},"metadata_groups":[{"id":"people","label":"People","entries":[{"key":"dc:contributor","label":"Contributor","values":["Weathington, Bart L.","O'Leary, Brian J.; Cunningham, Chris","College of Arts and Sciences"]},{"key":"dc:creator","label":"Author","values":["Cunningham, Christie"]}]},{"id":"academic_context","label":"Academic Context","entries":[{"key":"dc:date","label":"Dc Date","values":["2009-05-01T07:00:00Z"]},{"key":"dc:publisher","label":"Institution","values":["University of Tennessee at Chattanooga","Chattanooga (Tenn.)"]},{"key":"dc:relation","label":"Dc Relation","values":["Masters Theses and Doctoral Dissertations"]},{"key":"dc:type","label":"Dc Type","values":["Masters theses","Text"]}]},{"id":"subjects_keywords","label":"Subjects and Keywords","entries":[{"key":"dc:subject","label":"Dc Subject","values":["Organizational commitment","Employee loyalty"]}]},{"id":"language_rights","label":"Language and Rights","entries":[{"key":"dc:language","label":"Dc Language","values":["English","eng"]},{"key":"dc:rights","label":"Dc Rights","values":["https://rightsstatements.org/page/InC/1.0/?language=en"]}]},{"id":"identifiers","label":"Identifiers","entries":[{"key":"dc:identifier","label":"Identifier","values":["https://scholar.utc.edu/theses/244"]}]},{"id":"additional","label":"Additional Metadata","entries":[{"key":"dc:description","label":"Description","values":["Dept. of Psychology","M. S.; A thesis submitted to the faculty of the University of Tennessee at Chattanooga in partial fulfillment of the requirements of the degree of Master of Science."]},{"key":"dc:description.abstract","label":"Abstract","values":["Using survey data from a sample of 130 employees across a range of jobs in various organizations, the author examined the relationships among loyalty to supervisor, organizational commitment (affective, continuance, and normative), and intent to turnover. Regression analyses indicated that of the three forms of organizational commitment, only affective commitment fully mediated the relationship between loyalty to supervisor and intent to turnover. These results stress the importance of defining and creating a work environment in which both loyalty to supervisor and affective commitment are enhanced. Research implications, limitations, and areas for future research are also discussed."]},{"key":"dc:title","label":"Title","values":["What makes people stay? Examining the relationships among loyalty to supervisor, organizational commitment and intent to turnover"]}]}],"canonical_facts":{"dc:contributor":["Weathington, Bart L.","O'Leary, Brian J.; Cunningham, Chris","College of Arts and Sciences"],"dc:creator":["Cunningham, Christie"],"dc:date":["2009-05-01T07:00:00Z"],"dc:description":["Dept. of Psychology","M. S.; A thesis submitted to the faculty of the University of Tennessee at Chattanooga in partial fulfillment of the requirements of the degree of Master of Science."],"dc:description.abstract":["Using survey data from a sample of 130 employees across a range of jobs in various organizations, the author examined the relationships among loyalty to supervisor, organizational commitment (affective, continuance, and normative), and intent to turnover. Regression analyses indicated that of the three forms of organizational commitment, only affective commitment fully mediated the relationship between loyalty to supervisor and intent to turnover. These results stress the importance of defining and creating a work environment in which both loyalty to supervisor and affective commitment are enhanced. Research implications, limitations, and areas for future research are also discussed."],"dc:identifier":["https://scholar.utc.edu/theses/244"],"dc:language":["English","eng"],"dc:publisher":["University of Tennessee at Chattanooga","Chattanooga (Tenn.)"],"dc:relation":["Masters Theses and Doctoral Dissertations"],"dc:rights":["https://rightsstatements.org/page/InC/1.0/?language=en"],"dc:subject":["Organizational commitment","Employee loyalty"],"dc:title":["What makes people stay? 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