Organizational Commitment, Talent Management, and Turnover Intention in Multi-Purpose Cooperatives

Authors

  • Jona Mae Bigay-Nuyda Baao Parish Multi-Purpose Cooperative, Baao, Camarines Sur, Philippines/Camarines Sur Polytechnic Colleges, Nabua, Camarines Sur, Philippines

Keywords:

Commitment, Cooperatives, Structural Equation Modeling, Talent management, Turnover intention

Abstract

The paper focused on the connections between talent management practices, organizational commitment, and turnover intention in multi-purpose cooperatives, which fulfills a significant shortcoming in the cooperative-based human resource literature. In particular, it examines how talent management practices affect organizational commitment, how organizational commitment affects turnover intention, and how organizational commitment mediates the relationship between talent management and turnover intention. A concurrent triangulation mixed-methods design was used, with 290 employees from seven large multi-purpose cooperatives in the Bicol Region participating in the study. Structured surveys were used to collect quantitative data, which were analyzed using Structural Equation Modelling (SEM), and the quantitative findings were supported by qualitative interviews. Findings show that talent management practices have a strong positive influence on organizational commitment (r = 0.19), which in turn has a strong negative influence on turnover intention (λ = −0.15). Organizational commitment was found to mediate the relationship between talent management practices and turnover intention, indicating an indirect effect in which talent management influences employee retention. The initial reason for employee retention is based on factors such as accessibility, remuneration, and working conditions. The greater the perception of equity in rewards and recognition, the stronger organizational commitment forms, thereby affirming that employees feel valued by the cooperative. This loyalty is sustained over the long term by providing ongoing training and development for employees, thereby strengthening their commitment to the organization and making it harder to leave. Overall, the results highlight the importance of commitment-based human resource practices in promoting employee retention in multi-purpose cooperatives. Cooperative organizations can reduce turnover intention and enhance workforce stability by incorporating talent management strategies that foster organizational commitment.

Downloads

Download data is not yet available.

References

Abbas, R., & Ahmed, S. (2023). Heartstrings at work: Exploring catalysts and consequences of employee commitment. International Journal of Business Reflections. https://doi.org/10.56249/ijbr.03.01.39

Ashraf, H.A., Iqbal, J., & Shah, S.I.U. (2023). Connecting the dots: How organizational commitment mediates the HR practices-turnover intention link. International Journal of Management Research and Emerging Sciences, 13(3). https://doi.org/10.56536/ijmres.v13i3.515

Liu, Y. (2022). Organizational commitment and turnover intention: The mediating role of job satisfaction. BMC Psychology, 10(1), 1–11.

Meyer, J., & Allen, N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89. https://doi.org/10.1016/1053-4822(91)90011-Z

Mishra, P. (2025). Talent management practices and organizational commitment: Evidence from service sector organizations. Advances in Economics, Business and Management Research, 253, 205–212.

Mokoena, S., Schultz, C., & Dachapalli, L.A. (2022). Talent management and employee retention: A systematic review. SA Journal of Human Resource Management, 20, a1920. https://doi.org/10.4102/sajhrm.v20i0.1920

Moreira, A., Tomás, C., & Antunes, A. (2024). The mediating effect of affective commitment on the relationship between competence development and turnover intentions: Does this relationship depend on the employee’s generation? Administrative Sciences, 14(5), 97. https://doi.org/10.3390/admsci14050097

Muzammil, A., Mir, M.M., Tunio, M.K., & Jariko, M.A. (2025). Talent development as a tool to achieve competitive advantage through organizational culture: A moderation and mediated model to prove the relation. Inverge Journal of Social Sciences, 4(3), 36–52. https://doi.org/10.63544/ijss.v4i3.142

Puspasari, E.N., Sofiah, D., & Ramadhani, H.S. (2025). The mediating role of organizational commitment in the relationship between transformational leadership and turnover intention among Generation Z. International Journal of Research in Counseling, 4(1), 23–32. https://doi.org/10.70363/ijrc.v4i1.273

Sharma, S., & Rathore, S. (2020). Talent management practices and employee retention: Evidence from Indian organizations. International Journal of Productivity and Performance Management, 69(8), 1651–1670.

Sinisterra, D., Peñalver, J., & Salanova, M. (2024). Talent management and organizational outcomes: A systematic review of the literature. Journal of Work and Organizational Psychology, 40(2), 67–82. https://doi.org/10.5093/jwop2024a6

Tadesse, W.M., & Goyal, S. (2024). Talent management practices and employees’ turnover intention: The role of affective commitment. International Journal of Organizational Analysis, 32(2), 415–431.

Voigt, L., & von der Oelsnitz, D. (2024). A framework of HRM in cooperatives: A systematic literature review and future research agenda. Journal of Co-operative Organization and Management, 12(1), 100232. https://doi.org/10.1016/j.jcom.2024.100232

Yıldız, B., Yıldız, H., & Ayaz Arda, Ö. (2024). The mediating role of organizational commitment in the relationship between human resource management practices and turnover intention. Administrative Sciences, 14(5), 97. https://doi.org/10.3390/admsci14050097

Zamora, M.R., & Villanueva, R.L. (2022). Organizational commitment, job satisfaction, and performance of employees in cooperatives. Asia Pacific Journal of Multidisciplinary Research, 10(3), 45–54.

Downloads

Published

2026-02-12

How to Cite

Bigay-Nuyda, J. M. (2026). Organizational Commitment, Talent Management, and Turnover Intention in Multi-Purpose Cooperatives. Journal of Interdisciplinary Perspectives, 4(3), 123–131. Retrieved from https://jippublication.com/index.php/jip/article/view/2318