**4.1 Intention to quit data**

Career anchors which showed significant (p < .05) correlations with the intention to quit for professional staff were technical (r = .209; p = .024), managerial (r = .264; p = .004), challenge (r = .244; p = .008) and lifestyle (r = .232; p = .012). The correlation with career anchors, autonomy, security, entrepreneur and service was not statistically significant. When conducting a regression analysis using career anchors as independent variables and intention to quit as dependent variable (R = .489, R2 = .239, p = .182), it was evident that only challenge from the job agents contributes uniquely and significantly (standardised beta = .417, p < .001) to the variance in intention to quit for professionals. It should be noted that intention to quit is the opposite of retention. As such, the results show that the more technical the job, the more likely employees are to stay, similarly, with managerial and lifestyle. However, when it comes to challenge, which is positively correlated with a negative construct intention to quit, the more challenge the professionals need, the more likely they are to leave.

When considering the job characteristics and intention to quit, the results revealed that one of the job characteristics correlated significantly with the intention to quit. At first glance, it seems that skill variety, task identity, task significance, autonomy nor feedback relate to intention to quit. However, when conducting a regression analysis using job characteristics as independent variables and intention to quit as dependent variable (R = .289, R<sup>2</sup> = .083, p = .024), it was evident that feedback from the job agents contributes uniquely and significantly (standardised beta = .279, p = .023) to the variance in intention to quit for professionals.

When analysing predictor variable satisfaction to intention to quit, only one category of satisfaction correlated to intention to quit for the professional staff, namely job satisfaction (r = .20; p = .032). The correlation between the other types of satisfaction (pay, security, social, supervisory and growth) were not statistically significant. Also, when entering all the satisfaction variables into a regression analysis (R = .270, R2 = .073, p = .022), it showed that that job satisfaction contributed uniquely and significantly (standardised beta = .196, p = .045) to the variance in intention to quit for the professional.

### **4.2 Organisational commitment data**

Career anchors, job characteristics and satisfaction were compared to organisational commitment for the professionals.

When taking into consideration the effects career anchors has to organisational commitment it was evident that security showed a moderate correlation (r = .195, p = .035). The correlation with career anchors technical, managerial, challenge, lifestyle, autonomy, entrepreneur and service was not statistically significant. This shows that, as far as the participating professional staff were concerned, the more security they had, the more committed they were to the organisation.

After analysing the predictor variable job characteristics to organisational commitment, the results revealed that one of the job characteristics correlated significantly with the organisational commitment for the professional staff. At first glance, it seems that skill variety, task identity, task significance, autonomy nor feedback relate to organisation commitment. However, when conducting a regression analysis using job characteristics as independent variables and intention to quit as dependent variable (R = .333, R<sup>2</sup> = .111, p = .053) it was evident that feedback from other contributes uniquely and significantly (standardised beta = .252, p = .012) to the variance in intention to quit for the professionals.

When considering satisfaction to organisational commitment, none of the elements of satisfaction correlated with organisational commitment for the professional staff and showed no statistical significance. Furthermore, when entering all the satisfaction variables into a regression analysis (R = .149, R2 = .022, p = .032), this also showed that none of the elements of satisfaction contributed uniquely and significantly to the variance in intention to quit for the professional.

#### *Human Resources Remain Our Biggest Assets DOI: http://dx.doi.org/10.5772/intechopen.98942*

**Figure 1.**

*Correlation between predictor variables to intention to quit and organisational commitment.*

**Figure 1** illustrates the correlation between the predictor variables with intention to quit and organisational commitment for the professional staff, using both the correlations and beta significance. The correlations depicted in the figure reflect the elements that should be included in a retention program, and are not reflective of a positive correlation, but rather just relationships.

In this figure, a solid line represents highly significant correlations (p < .01) and a dotted line, a significant correlation (p < .05). The absence of a line represents the absence of a significant correlation.


**Table 1.** *Summary of themes.*
