Commitment in the workplace

Organizations today, much like those of the past, still struggle with the continual loss of employees. High voluntary turnover rates have both visible and hidden costs for organizations. The total monetary cost of turnover for a firm employing 2,000 people is $14.67 million annually (Hansen, 1997). Essentially, the loss of one employee is equal to that employee's one year salary and benefits (Fitz-enz. 1997). Employee turnover results in additional advertising and training which costs organizations money. Organizations are affected by turnover in more subtle ways as well. Hidden costs include inefficiency, lost opportunities from being understaffed, and poor performance from those workers who must do more to fill the gap (Taylor, 1993). Both visible and hidden costs cut into an organization's profit margin. Consequently, organizations are constantly searching for ways to decrease turnover rates, which would positively influence profit margins.

Past research has isolated two variables that impact voluntary employee turnover. The first is organizational commitment, which is simply an employee's identification with and involvement in an organization. The second variable is perceived organizational support, which is the employee's perception of the level of commitment an organization has to that employee. Many studies have alluded to the influence communication has on these two variables, but few have focused exclusively on superior subordinate communication.