The Predictive Power of Organizational Culture and Social Quality Relationships on Environmental Services Departmental Turnover Intent

Date of Award


Document Type


Degree Name

Doctor of Education in Organizational Leadership (EdD)

Committee Chair

John Suozzi

Committee Member

Donis Toler

Committee Member

Valerie Storey


The purpose of this study is to examine the predictive power of organizational culture (OC) and social quality relationship (SQR) on Environmental Services (EVS) departmental turnover intent (TI) in full-service contracted companies in an Ohio hospital. Recommendations grounded on the study’s data provide an EVS organization with strategies as to how to reduce EVS employee turnover intent. The primary research goal is to contribute value-driven, reliable, and validated data to an EVS department identifying potential employee turnover intent through vital predictors. The second goal is to develop a Call-to-Action plan enabling leaders from full service contracted accounts to implement measures to reduce employee turnover intent. Both research goals will likely enhance EVS teams in building relationships, and contribute to team and department efficiency (Nowak, 2019). A sequential explanatory mixed-methods design was employed as means of predicting turnover intent from organization culture and social quality relationship predictors in the EVS department. The quantitative element of the design was intended to measure organizational culture, social quality relationships, and turnover intent. This was accomplished by three proven instruments: (1). 5-point Likert 15-item Organizational Culture Scale (OCS; Tang et al., 2000); (2). 7-item Leader-Member Exchange Scale (LMX; Graen & Uhl-Bien, 1995); and (3). 5-point Likert 6-item Turnover Intent Scale (TIS; Roodt, 2004). The qualitative element of the design is intended to explore outlier data and is accomplished by the analysis of composite scores from the quantitative strand. There is no research on EVS organizational culture, social quality relationships, and turnover intent from a front-line employee perspective. This research fills an identified gap to study EVS turnover intent due to the amount of loss EVS experience. The impact EVS leaders have on their specific account turnover is valuable within the contents of this research because of the insight leaders may receive