Abstract

The main reason an employee will leave a job is that he/she is not satisfied with the job. This dissatisfaction can be the result of several situations, such as lack of trust in the management, lack of communication among peers or with the management, conflicts in the workplace, poor treatment or bad attitudes from the management, including nepotism and favoritism (work environment), and dissatisfaction with the pay, compensation, the location of the job, the workload, or the workflow. All those reasons “as perceived” can lead to a lack of trust in management, and therefore, lack of commitment to the organization, and low job performance. The main reason an employee will leave a job is that he/she is not satisfied with the job. This dissatisfaction can be the result of several situations, such as lack of trust in the management, lack of communication among peers or with the management, conflicts in the workplace, poor treatment or bad attitudes from the management, including nepotism and favoritism (work environment), and dissatisfaction with the pay, compensation, the location of the job, the workload, or the workflow. All those reasons “as perceived” can lead to a lack of trust in management, and therefore, lack of commitment to the organization, and low job performance. This study shows that lack of trust in management does not affect turnover intentions among the American sample whereas it is important for the Saudi respondents to trust their management to stay in the job. However, trust doesn’t affect the job performance for either sample. Moreover, employee performance did not affect turnover intentions in both samples. Prior studies; (such as Fletcher and Williams, 1996) have shown that job satisfaction is highly correlated to organizational commitment which means that employees who are highly satisfied with their job will be more likely to be loyal and committed to the organization. These findings have been replicated in this study which shows that there is a correlation between trust, job satisfaction and organizational commitment, and between turnover intentions, organizational commitment and job satisfaction. It also adds one more factor to the analysis of employees’ intentions to leave or stay at a job: their cultural values. This study examines whether there is a correlation between turnover intentions and employees’ cultural values. Cultural values were measured along the dimensions of masculinity vs. femininity, Facework, and Power Distance. One dimension added to the cultural values was nepotism. The resource of cultural values were not reliable for the sample in this study.