Leadership empowerment behaviour, job insecurity, engagement and intention to leave in a petrochemical organisation
MetadataShow full item record
The significant change that organisations must endure in order to survive, let alone prosper, has grown tremendously in the past two decades. The lack of talent, especially amongst the previously disadvantaged groups, is one of numerous challenges South African organisations are confronted with. Organisations are therefore required to determine indicators of intention to leave as it is argued to be the single most important predictor of actual quitting behaviour. Variables found to relate to intention to leave include a sense of powerlessness and a lack of engagement. The objective of this study is to determine the relationship between leadership empowerment behaviour, job insecurity, engagement and intention to leave in a petrochemical laboratory. The research method consisted of a brief literature review and an empirical study. A cross - sectional survey design was used. The entire population of employees working in a business unit of a petrochemical organisation, namely the Laboratory, was targeted. The Leader Empowering Behaviour Questionnaire, Job Insecurity Inventory, Utrecht Work Engagement Scale and two questions measuring intention to leave were used. In addition, a biographical questionnaire was administered. The statistical analysis was conducted with the aid of the SPSS programme. The statistical method employed in the study consisted of descriptive statistics, Cronbach alpha coefficients, Pearson product-moment correlation and a multiple regression analysis. Multivariate analysis of variance (MANOVA) was used to determine the significance of differences between the experience of leadership empowerment behaviour, job insecurity, engagement and intention to leave of demograpbic groups. Results indicated that leadership empowerment behaviour was negatively correlated with cognitive job insecurity and that a negative relationship existed between leadership empowerment behaviour and intention to leave. Leadership empowerment behaviour was found to be positively correlated with engagement. A positive relationship existed between cognitive job insecurity and affective job insecurity, as well as between cognitive job insecurity and intention to leave. Cognitive job insecurity was found to be negatively correlated with engagement. A negative relationship was established between engagement and intention to leave. All these correlations were found to be statistically and practically significant with a medium to large effect. Regression analysis indicated that leadership empowerment behaviour and affective job insecurity did not show a significant amount of predictive value towards intention to leave. Cognitive job insecurity and engagement were found to be indicators of intention to leave. With regards to experiencing leadership empowerment behaviour, engagement and intention to leave, no significant differences were found between demographic groups. Participants in middle non -management positions, however, experienced higher levels of affective job insecurity than those in senior management positions. Conclusions and limitations of the current research were discussed and recommendations for future research were made.