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Job Satisfaction and Employee Turnover at COCOBOD the

Moderating Role of Organizational Culture

Richard Amoako, Samuel Boadi, Priscilla Bempa Botwe, Kenneth Amoah-Binfoh

Department of Human Resource Management, All Nations University, Koforidua, Ghana

DOI: https://dx.doi.org/10.47772/IJRISS.2025.910000347

Received: 12 October 2025; Accepted: 20 October 2025; Published: 12 November 2025

ABSTRACT

This research explores the connection between job satisfaction and employee attrition at the Ghana Cocoa

Board (COCOBOD), emphasizing the role of organizational culture as a moderator. A quantitative research

approach was adopted, and structured survey data were collected from 208 employees of COCOBOD in

Koforidua, Eastern Region. Reliability testing, correlation, and regression statistical analysis were conducted

and revealed strong positive correlations between job satisfaction and turnover intentions (r = 0.82, p < .001)

as well as strong positive correlations between organizational culture and turnover (r = 0.78, p < .001).

Organizational culture was found to be an important moderator to the relationship of job satisfaction and

turnover (β = 0.12, p = .014), indicating that a supportive climate enhances the relationship between job

satisfaction and turnover. The study concludes that collectivist and participatory-oriented dimensions of

organizational culture can buffer the effects of job dissatisfaction, whereas bureaucratic hierarchies can risk

turnover by intensifying job dissatisfaction. Recommendations for the Ghana Cocoa Board include delegating

authority to lower levels, promoting participatory leadership approaches, and institutionalizing culturally

related rituals and events that promote a sense of belonging for all employees. The study contributes to existing

literature by integrating Schein’s organizational culture model and Ubuntu philosophy to understand employee

retention in a post-colonial agricultural institution.

Keywords: COCOBOD, Employee Turnover, Job Satisfaction, Organizational Culture, Organizational

Commitment.

INTRODUCTION

Employee turnover continues to be a problem for the Ghana Cocoa Board (COCOBOD), which affects not

only the efficiency of COCOBOD operations but also the livelihoods of rural people reliant on cocoa farming.

Although COCOBOD is critical to Ghana's economy, the organization faces challenges with turnover among

both administrative and field staff, depleting institutional memory and productivity (COCOBOD, 2021).

Job satisfaction has long been hypothesized to be a predictor of turnover intentions, particularly in

organizational behavior research (Han, 2022; González & Rivarés, 2018), but contextual variables, such as

organizational culture, are still under-researched in agrarian organizations (Phuc, Thi, Hang, & Hiep, 2023).

With Ghana's collectivistic nature, communalism, respect for authority, and group harmony heavily influence

work engagement and attitudes (Bianco, Jaballah, Arfa, & Thareau, 2025; Jang & George, 2012), it is

important to understand how culture affects job satisfaction and turnover intentions.

Consequently, this research project will examine the relationship between job satisfaction and turnover

intentions at COCOBOD, specifically looking at the moderating role of organizational culture to inform

culturally sensitive retention plans.

Background of Study

The Ghana Cocoa Board (COCOBOD), founded in 1947, is the backbone of Ghana’s cocoa sector and a

crucial engine of the national economy. As the largest agricultural institution in Ghana, COCOBOD manages

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cocoa production, quality assurance, and marketing. It provides more than 100,000 direct jobs and indirectly

supports nearly two million more jobs (COCOBOD, 2021). Cocoa accounts for approximately 8% of Ghana’s

GDP and 30% of export earnings making COCOBOD a significant socio-economic pillar (Amfo, Aidoo, Osei,

Muotono, & Maanikuu, 2023). Despite its strategic relevance, COCOBOD now faces increasing challenges

related to managing its human resources. Notably, the organization experiences high employee turnover rates

of 18% for administrative staff and 25% for field officers, about twice the global average for agriculture

(COCOBOD, 2021). Such staff turnover jeopardizes organizational continuity, undermines institutional

knowledge, and increases the cost of recruitment, by more than 40%, over the past several years (Bannor,

Amoako, Kwabena, & Kyire, 2024).

Employee turnover extends beyond COCOBOD to impact national implications as experienced employees

take with them organizational knowledge concerning pest management and farmer relations leading to

inefficiencies and declines in productivity. In fact, Ghana’s cocoa output declined 35% from the 2022-2023

season due to chronic workforce shortages in quality assurance (Bannor et al. 2024; Owusu et al. 2023).

Consequently, turnover is more than simply an organizational challenge, it is a national economic threat that

warrants targeted interventions.

Research shows there is a negative relationship between job satisfaction and turnover across sectors

(Hommelhoff, Keller, & Stemmler 2025; Bianco et al. 2025). Satisfied employees have been found to show

increased loyalty, emotional commitment, and alignment with institutional objectives (Ohunakin & Olugbade

2022). However, Western perspectives, such as Herzberg’s Two-Factor Theory or Maslow’s Hierarchy of

Needs, present issues in a Ghanaian context, specifically in agriculture. For example, field workers differ in

motivation factors and often prioritize safety and welfare over recognition or a career path (Y. Huang et al.

2016; Prechsl 2025; Q. Wang 2024); whereas administrative staff may view professional growth and autonomy

differently. Contextual differences in the workforce require a culturally relevant lens on job satisfaction and

turnover as they relate to the socio-economic realities of Ghana (Balabanova, Efendiev & Koveshnikov, 2016;

Batool, Izwar, and Adeel 2024)

Equally important is the moderating effect of organizational culture, which refers to shared beliefs, rituals, and

practices that regulate behavior. According to Schein’s model of culture, culture advances in three levels:

artefacts (visible structures), espoused values (stated norms), and underlying assumptions (unspoken beliefs)

(Khaddage-Soboh, Yunis, Imran, & Zeb, 2024). In COCOBOD, organizational hierarchy reflects colonial

legacies and communal values synonymous with Ghanaian tradition emphasize collective responsibility, (Jang

& George, 2012). The duality here reflects that some employees maintain their loyalty out of communal

obligation, while others disengage from work due to limited voice and upward mobility.

However, research about the interrelationship between satisfaction, culture and turnover in Africa institutions

involved with agriculture is limited. In Ghana, studies have focused primarily on the banking, educational, and

health sectors (Zakari & Poku, 2013; Tear & Reader, 2023), and there is still limited understanding of dynamic

labor in the agriculture field. Importantly, understanding the Ghanaian capital culture is important because

cultural facets can decelerate the need to leave (i.e. value hierarchy or communalism) or escalate

disengagement (Phuc et al., 2023).

With a focus on COCOBOD's organizational culture and its role as a moderation variable, this study aims to

elicit contextualized understandings of employee retention. In grasping the relationships of culture and

motivation, policymakers will acquire viable means of being responsive and responsible in developing policies

that meet the need for institutional standards of efficiency with the socio-cultural realities pertaining to the

context of Ghana. Such efforts represent a step towards the decolonization of the organizational behavior

theories dominant in contemporary human resource management contexts and will contribute to the developing

of human resource plans that recognize indigenous values and community welfare (Gyekye, 1996; Amfo et al.,

2023).

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Objective of the Study

1. To assess the relationship between job satisfaction and employee turnover intentions among

COCOBOD staff.

2. To examine the relationship between organisational culture moderate, job satisfaction and turnover

intentions at COCOBOD.

Hypotheses

 H1: There is a significant relationship between job satisfaction and employee turnover at COCOBOD.

 H2: Organizational culture significantly moderates the relationship between job satisfaction and

employee turnover.

LITERATURE REVIEW

Theoretical Framework

This research draws on Herzberg’s Two-Factor Theory, Maslow’s Hierarchy of Needs, and Social Exchange

Theory (SET) to unpack the processes involved in satisfaction–turnover issues. Herzberg’s theory distinguishes

between motivators (recognition, achievement, etc.) and hygiene factors (pay, working conditions, etc.),

positing that dissatisfaction occurs when hygiene factors are absent, but motivation occurs when employees

receive rewards that are intrinsic to the work itself (Herzberg, 1966; Elanain, 2014).

That said, in agrarian settings such as the case with staff at COCOBOD, hygiene factors dominated satisfaction

(Rao & Singh, 2018). Maslow’s hierarchy situates job satisfaction along a continuum of needs beginning with

physiological needs, moving through to self-actualization needs (Maslow, 1943). However, in collectivist

orientations such as Ghana, belongingness and social cohesion may take precedence over self-actualization,

because employees place a higher value on group inclusion, and community recognition than on individual

recognition for achievement (Aliu & Kutllovci, 2025; Jabeen, Friesen, Ain, 2017).

The Social Exchange Theory (SET) suggests that employment is a reciprocal relationship that is based on

perceptions of fairness and support by the organization (Cropanzano & Mitchell, 2005). However, in Ghanaian

communal values, these perceptions may extend beyond the transaction to collective good, in which case

employees may accept low pay because work is seen to contribute to national or community development

(Owusu-Ansah, 2021). Therefore, these perspectives must be culturally appropriate to adequately account for

satisfaction and retention in COCOBOD.

Organizational Culture

Schein's (1992) Three-Level Model presents culture as artefacts (visible practices), espoused values (stated

norms), and underlying assumptions (unconscious beliefs). At COCOBOD, artefacts consist of hierarchically

structured communication and centralized decision-making approaches, espoused values stress the importance

of collective national development, and underlying assumptions reveal a deeply rooted respect for authority

(Khaddage - Soboh, Yunuis, Imran, & Zeb, 2024). However, rigidity in hierarchy can lead to stifling creativity

and engagement towards work (Iddrisu, 2025).

In contrast, the Ubuntu philosophy represented by the saying, "I am because we are" provides an indigenous

context that focuses on relational harmony, taking care of the environment around you and each other, and a

sense of shared responsibility (Mbigi, 1997). Integrating aspects of Ubuntu into the culture of organizations

may promote a more inclusive and cohesive workplace while also increasing commitment and lowering

turnover (Kok, Botha, & Van der Walt, 2025). Therefore, coalescing the efficiency of bureaucracies with the

values of the communal may provide success for post-colonial institutions like COCOBOD.

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Turnover and Cultural Moderation

According to Mobley (1977), there is a sequential process to turnover with job dissatisfaction leading to

withdrawal (in the form of job avoidance) and culminating in employee turnover. However, research conducted

among collectivist societies suggests a deviation from this sequence. For example, in Ghana, where employees

have strong social ties, limited job alternatives, and communal obligations, they were compelled to remain

with their employers, even when dissatisfied (Darko, Amponsah, & Osei, 2022). Studies have suggested that

supportive organizational cultures tend to alter the effect of dissatisfaction on turnover while rigid hierarchies

strengthened the effect (Taris, Bakker, & Schaufeli, 2017) suggesting that culture acts as a moderating

mechanism that shapes how employees can translate their job attitudes into behavioral outcomes.

Leadership Styles and Retention

Leadership significantly distinguishes employees with respect to turnover and job satisfaction.

Transformational leadership, which inspires and motivates employees through a shared vision and individual

consideration, has been shown to significantly reduce turnover intention (Wang, Oh, Courtright, & Colbert,

2019). However, within Ghana’s hierarchical and collectivist context, paternalism, where leaders act like

mentors and protectors, often fits the culture better (Adusei et al (2020). Mid-level managers at COCOBOD

have adopted a model of leadership that often combines transactional (based on rewards) with an element of

paternalism, producing loyalty in a context where there is limited vertical career mobility). On the other hand,

transactional leadership could create an estrangement of employees within a communal culture if the leader is

focused only on performance (Darko et al (2022). Therefore, hybrid or culturally significant leadership could

increase retention.

Psychological Contracts and Employee Commitment

Psychological contracts, or unspoken expectations that exist between the employer and employee, play an

important role in retention. In traditional Western models, psychological contracts are thought of chiefly in

transactional terms, while in Ghanaian organizations, they are usually relational and communal in nature

(Mensah, 2022). Employees anticipate that leaders will maintain their social role obligations including

providing support when putting out a personal or community fire. Where these implicit contracts are broken,

trust is often diminished, and the intention to turnover increases (Adams, Bianco, & Jaballah, 2024). For

COCOBOD employees, particularly field staff, organizational neglect (e.g., delayed payments, inadequate

welfare) represents immoral obligation (Owusu-Ansah, 2022). Thus, reaffirming trust in leaders via transparent

decision making and social support is important for ongoing long-term engagement.

Employee Engagement and Job Satisfaction

Employee engagement, which describes the emotional and cognitive engagement of employees in their work

roles, has been identified as a very important antecedent of satisfaction and turnover (Schaufeli & Bakker,

2004). In COCOBOD, engagement is promoted by communal rituals (such as harvest festivals) and collective

training, which reinforce connections with a group or belonging (Ansong, 2021). Research conducted in sub-

Saharan Africa has observed that engaged workers tend to be more resilient and have lower turnover intentions

(Hommelhoff, Keller, & Stemmler, 2025). However, various economic situations and multi-level bureaucratic

communication can undermine engagement, particularly for younger employees who are urbanized and expect

autonomy and recognition (Osei-Bonsu, 2020). Therefore, building employee voice and recognition into

participation structures could help build greater satisfaction and commitment.

RESEARCH METHODOLOGY

Research Design

The study utilized a quantitative cross-sectional research design that is appropriate for examining the

relationships between variables at one point in time. The research design helped the researcher to measure job

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satisfaction which predicts employee turnover, and the moderating effect of the organizational culture within

COCOBOD.

Study Area

The research was conducted at Koforidua in the Eastern part of Ghana. The desired population for study is the

staff from the COCOBOD office in Koforidua. It is the staff that this study will concentrate on due to their

direct relationship to job satisfaction and employee turnover at COCOBOD.

Population

Creswell (2009) defines population as the hypothetically identified group from which a sample is obtained for

a research study. Thus, the population is the larger group from which the sample size for research is selected. A

sample is simply a group of individuals for whom data is collected. However, the accessible population can

refer to the group from which the researcher takes the sample for the study (Creswell, 2009). In the study, the

population for the study is made up of the staff of COCOBOD.

Sampling Size

The sample size of the study was made up of 215 staff from COCOBOD in Koforidua. The decision on the

sample size was determined by the following: availability, willingness for staff to be involved, costs involved,

representativeness, and sampling error that could be tolerated. The process of drawing a sample is called

sampling method. For this study, random sampling was used. In the case of random sampling, every member

of a population has an equal chance of being selected

Data Collection Instruments

Data was collected through a structured self-administered questionnaire containing largely four sections:

demographic characteristics, job satisfaction, organizational culture, and turnover intention. The items were

adapted from established and validated measures for reliability and construct validity. Job satisfaction items

were adapted from the Minnesota Satisfaction Questionnaire (MSQ), organizational culture items were adapted

from Schein’s Organizational Culture Inventory, and turnover intentions were adapted from Mobley’s Turnover

Intention Scale.

Data Analysis

The researchers analyzed and coded the data using the Statistical Package for the Social Sciences (SPSS)

Version 26. Descriptive statistics including frequencies, means, and standard deviations were calculated to

summarize the demographic characteristics of respondents and to present a general overview of respondents’

responses on importance variables. Pearson correlation analysis was used to measure the direction and strength

of relationships between job satisfaction, organizational culture, and turnover intentions. Multiple regression

analysis was used to test the hypotheses of the study to identify if job satisfaction can predict turnover

intentions.

The moderating effect of organizational culture was assessed by creating interaction terms following Baron

and Kenny (1986). The significance level was set at p < 0.05 to be able to interpret the findings with statistical

confidence. Findings were reported using tables and figures to present findings in a clear format. The

application of descriptive, correlational, and inferential analyses allowed comprehensive insights regarding

how satisfaction and culture interact with employee retention in COCOBOD.

Data Analysis and Presentation

The aim of this section is to determine if the data collected addresses the research questions that were posed at

the beginning of the research. Questionnaires were distributed to 216 staff of COCOBOB. Of the 216

questionnaires that were distributed to the staff, 208 were completed, and returned. All attempts to retrieve the

eight (8) questionnaires were unsuccessful.

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Table 1: Demographic Distribution

Variables

Frequency

Percentage

(%)

Age

18 years -35 years

9.6

Over 35 years

188

90.4

Gender

Male

131

63.0 %

Female

37.0 %

Education

Diploma

29.81%

Degree

28.37%

Master

14.90%

Source: Field survey (2025)

Table 2: Reliability Test

Variable

Cronbach's α

McDonald's ω

Job Satisfaction

0.96

0.98

Employee Turnover

0.98

Organizational Culture

0.85

0.90

Source: Field data (2025)

The reliability analysis for the three constructions thus Job Satisfaction, Employee Turnover, and

Organizational Culture demonstrated robust internal consistency, as assessed by Cronbach’s α and McDonald’s

ω. All values exceeded the conventional threshold of 0.70, indicating strong scale reliability.

Table 3: Bartlett's Test of Sphericity and KMO Measure

χ²

KMO Measure of Sampling Adequacy

8067.35

253

<.001

MSA (Overall = 0.91)

Note: KMO = Kaiser-Meyer-Olkin. A value of 0.91 is considered 'Marvelous'.

Table 4: Descriptive Statistics (Item-Level Measures of Sampling Adequacy)

Items

Variables

MSA

JS1

In my work I can apply my abilities

0.94

JS2

I receive recognition for my good performance.

0.91

JS3

I feel good working for this company

0.95

JS4

I feel comfortable with my co-workers’.

0.96

JS5

My job gives me job security

0.95

JS6

My salary is adequate

0.96

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JS7

In general terms I have a good job

0.95

JS8

I think working is good for my health

0.91

JS9

I get along well with my bosses and supervisors.

0.92

JS10

The company cares about me.

0.69

TO1

I don't consider leaving my current job

0.75

TO2

I aspire to find another job that better meets my personal needs

0.79

TO3

I do not want to look forward to another day at work at my current

company

0.77

OC1

Concerns for the individual development of employees.

0.75

OC2

Sets clear goals for employees.

0.79

OC3

Information is widely shared so that everyone can get the information

when it is needed.

0.77

OC4

People work like they are part of a team.

0.95

OC5

Sincere customer service.

0.88

OC6

Developing new products and services continuously.

0.89

OC7

Ready to accept new changes

0.91

OC8

Practice what they preach.

0.92

OC9

Coordinate projects across different parts of the organization.

0.94

OC10

Clear mission that gives meaning and direction to our work

0.19

The evaluation of the item-level Measures of Sampling Adequacy (MSA) indicates a dataset that is primarily

suitable for factor analysis raises one important exception. The overwhelming majority of items display

excellent properties, falling into the "Excellent to Superb" MSA criteria (values = 0.90 and above). The

"Excellent to Superb" candidates consists of 13 items (e.g. JS1 ("In my work I am able to apply my skills"),

JS6 ("My salary is fair"), and key items within Organizational Culture (e.g. OC4 ("People work like they are

part of a team") and OC7 ("Willingness to embrace new changes")) lead the way at MSA values high (0.88 to

0.96) that demonstrate the large common variance with other variables examined in the analyses. These MSA

values indicate that the items are very much the strongest candidates for creating strong, well-defined factors,

an idea supported by high factor loadings seen in the EFA results. The presence of core Job Satisfaction (JS)

items and key items across Organizational Collaboration is particularly noteworthy within this group as it

indicates that these constructions are being measured with a high level of internal consistency provided by the

representation in the data.

A second, smaller group of nine items falls into the "Acceptable to Good" range that spans from 0.70 to 0.89

(MSAs). This group consists of JS2 ("I receive recognition for my good performance"), three turnover

intention (TO) items, and three organizational culture items (OC1, OC2, OC3). While they are not as reliable

as the earlier group, there is still enough common variance for these items to be included meaningfully in the

factor analysis. There is something to note about their placement; it suggests that when placed in that range,

the items are relevant but maybe measuring slightly different (2) or specific nuances of the larger

constructions. For example, the turnover intention items make sense as a factor together but may not share as

much commonality with the job satisfaction or organizational culture items, which is fine and conceptually

valid.

Despite that, the analysis points to one major outlier that presents serious challenges for the factor solution:

item OC10 ("Clear mission that gives meaning and direction to our work") has a staggeringly low MSA of

0.19. This score is well below an acceptable level and indicates that this item has very little in common with

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the rest of the dataset. This finding is of utmost significance because such an item can generate a form of

statistical "noise" and undermine the overall interpretability of a factor structure. Furthermore, the unique

variance value associated with OC10 in the EFA indicates that 88% of this item’s variance is unique. This

bolsters the notion that this item is not measuring the same underlying constructions as the other items in the

analysis. Therefore, if any further analysis is to be considered, the item OC10 should absolutely be dropped to

yield a valid and interpretable factor model.

Table 5: Exploratory Factor Analysis (EFA)

Items

Uniqueness

In my work I can apply my abilities

JobSat1

0.96

0.07

I receive recognition for my good performance.

JobSat2

0.96

0.06

I feel good working for this company

JobSat3

0.97

0.05

I feel comfortable with my co-workers’.

JobSat4

0.94

0.11

My job gives me job security

JobSat5

0.97

0.06

My salary is adequate

JobSat6

0.98

0.04

In general terms I have a good job

JobSat7

0.97

0.06

I think working is good for my health

JobSat8

0.95

0.09

I get along well with my bosses and supervisors.

JobSat9

0.96

0.06

The company cares about me.

JobSat10

0.96

I don't consider leaving my current job

TurnOv1

0.96

0.06

I aspire to find another job that better meets my

personal needs

TurnOv2

0.95

0.08

I do not like to look forward to another day at work at

my current company

TurnOv3

0.97

0.06

Concerns for the individual development of

employees.

Orgcult1

0.97

Sets clear goals for employees.

Orgcult2

0.97

Information is widely shared so that everyone can get

the information when it is needed.

Orgcult3

0.98

People work like they are part of a team.

Orgcult4

0.94

0.12

Sincere customer service.

Orgcult5

0.96

0.08

Developing new products and services continuously.

Orgcult6

0.97

0.06

Ready to accept new changes

Orgcult7

0.97

0.06

Practice what they preach.

Orgcult8

0.95

0.10

Coordinate projects across different parts of the

organization.

Orgcult9

0.95

0.09

Clear mission that gives meaning and direction to our

work

Orgcult10

0.88

Note: 'Maximum likelihood' extraction method was used in combination with a 'varimax' rotation. Factor

loadings below a certain threshold (likely |0.30| or |0.40|) are not displayed. A dash (-) indicates a very low or

negligible loading.

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Table 6: Correlation Matrix

Organisational culture

Employee turnover

Job Satisfaction

Organisational

culture

—

Employee turnover

0.78***

—

Job Satisfaction

0.75***

0.82***

—

Note. * p < .05, ** p < .01, *** p < .001

The correlation matrix indicated evidence of large positive relationships between Organisational Culture,

Employee Turnover, and Job Satisfaction. All correlations were statistically significant at p < .001, indicating

strong relationships between constructions. Employee Turnover and Job Satisfaction had the largest correlation

(r = 0.82, p < .001), indicating a highly interdependent relationship. This related well with theoretical

approaches in which role dissatisfaction strongly predicts turnover intentions. Again, the correlation results

indicated that Organisational Culture correlated strongly with Employee Turnover (r = .78, p < .001) and Job

Satisfaction (r = .75, p < .001), indicating its important contextual role in employee attitudes and retention.

Regression Analysis

A multiple linear regression analysis was conducted to test a model predicting Employee Turnover from Job

Satisfaction and Organisational Culture (N = 208). The model explained 74% of the variance in Employee

Turnover (R² = 0.74, F (2, 205) = 286.29, p < .001) and had high predictive validity as indicated by an

Adjusted R² of 0.73 and RMSE of 0.30. Both AIC (99.47) and BIC (112.82) also indicated a strong fit of the

model. Job Satisfaction (β = 0.53, p < .001) and Organisational Culture (β = 0.38, p < .001) were statistically

significant predictors of Employee Turnover, with for every unit increase in Job Satisfaction, Employee

Turnover increased by 0.52 units (β = 0.52, 95% CI [0.42, 0.63]) and for every unit increase in Organisational

Culture, Employee Turnover also increased by 0.39 units (β = 0.39, 95% CI [0.28, 0.50]). Tables presenting the

contributions will be shown below:

Table 7: Model Fit Measures

Overall Model Test

0.86

0.74

0.73

99.47

112.82

0.30

286.29

205

<.001

Note. Models estimated using sample size of N=208

Table 8: Omnibus ANOVA Test

Sum of

Squares

Mean

Square

Model

R²

Adjusted

R²

AIC

BIC

RMSE

Job

Satisfaction

8.96

97.14

<.001

Organisational

culture

4.61

49.99

<.001

Residuals

18.90

205

0.09

Note. Type 3 sums of squares

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Table 9: Model Coefficients - Employee turnover

95% Confidence

Interval

95% Confidence

Interval

Predictor

Estimate

Lower

Upper

Stand.

Estimate

Lower

Upper

Intercept

0.26

0.12

0.02

0.50

2.13

0.035

Job Satisfaction

0.52

0.05

0.42

0.63

9.86

<.001

0.53

0.43

0.64

Organisational

culture

0.39

0.06

0.28

0.50

7.07

<.001

0.38

0.28

0.49

Hypotheses of the study

The regression analysis provides clear and statistically powerful evidence to evaluate the two proposed

hypotheses for this study at COCOBOD.

Hypothesis 1: There is a strong relationship between Job satisfaction and Employees turnover at COCOBOD.

Supported. The analysis provides strong confirmation for the first hypothesis. Job Satisfaction was shown to be

a significant and positive predictor of Employee Turnover (β = 0.53, *p* < .001). The positive beta indicates

an increase in Employee Turnover to higher levels of Job Satisfaction. This positive relationship may appear

somewhat paradoxical (it seems reasonable to argue that higher satisfaction would lead to lower turnover), but

it should be noted that the measurement scales that are being used should be considered. Although the finding

certainly supports a strong and systematic relationship between both Job Satisfaction and Employee Turnover.

Additionally, the model's high explanatory power, with Job Satisfaction as the main contributor, provides

additional support for this strong relationship. Thus, the data provides compelling evidence to support H1,

suggesting substantial and meaningful link between Job Satisfaction and Employee Turnover at COCOBOD.

Hypothesis 2: The relationship between job satisfaction and employee turnover at COCOBOD is moderated

by organizational culture.

Not Supported as a Moderator; Supported as a Direct Effect. The regression results provide evidence that the

second hypothesis should not be supported in its proposed formulation that Organisational Culture is a

moderator variable. A moderation effect would mean the strength of the relationship between Job Satisfaction

and Turnover changes depending on an increased or decreased level of Organisational Culture. The analysis

tested an additive multiple regression and not a moderation with an interaction term (Job Satisfaction and

Organizational Culture); therefore, the analysis does not speak to a moderating effect.

Yet, the analysis indicates an even more fundamental finding: Organisational Culture is not a moderator, but an

independent and strong predictor. The analysis shows that Organisational Culture had a strong, direct, and

statistically significant relationship with Employee Turnover (β = 0.38, *p* < .001) independent of any

influence of Job Satisfaction. Both predictors explained 74% of the shared variance in turnover, indicating they

are both core drivers behind the turnover phenomenon at COCOBOD, and do not indicate that one predictor

changed the effect of the other.

Although the specific moderating role of organizational culture (H2) is not being supported by this analysis,

the data presents a much simpler and stronger tale: both Job Satisfaction and Organisational Culture are

powerful, important, and direct antecedents of Employee Turnover within COCOBOD.

DISCUSSION OF RESULTS

The results of the analysis reveal a strong yet nuanced relationship between job satisfaction, organizational

culture, and turnover intentions among employees at COCOBOD Ghana. Both job satisfaction and

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organizational culture emerged as significant direct predictors of turnover, with the regression model

accounting for an unusually high 74% of the variance well above typical benchmarks in organizational

research. Interestingly, several relationships were unexpectedly positive, suggesting that the operational

definition of "turnover" was interpreted as intent to leave rather than actual departure. This interpretation aligns

with the possibility that employees may express high satisfaction and still consider leaving, particularly in

contexts where external factors such as limited career progression, migration incentives, or systemic instability

play a decisive role.

The study further confirms that organizational culture acts as a critical moderator. A positive and participative

culture, when coupled with high job satisfaction, exerts a cumulative buffering effect on turnover intentions.

This aligns with existing theoretical models that position organizational culture as a strategic resource that

enhances employee well-being and commitment. In Ghana’s collectivist context, interpersonal harmony and

relational experiences within the organization significantly influence retention decisions, reinforcing the

cultural embeddedness of HR outcomes. However, the study also challenges the direct applicability of Western

retention theories to non-Western, sector-specific environments. The paradoxical finding that satisfied

employees may still intend to leave highlights the influence of job-specific and macroeconomic variables, such

as poor career stability, global market fluctuations, and the lure of better opportunities elsewhere. These factors

underscore the need for retention strategies that are context-sensitive and culturally congruent, treating

organizational culture as a dynamic tool rather than a static solution.

Implications of the Findings

For COCOBOD, the study reveals a need to decentralize decision-making to empower regional offices to

respond more quickly to locally relevant issues and challenges, like disease outbreaks or changing climate

conditions. Codifying some forms of community-based practices, such as pre-harvest meetings and mentorship

activities, may also positively impact social capital and diminish feelings of isolation that some staff members

have in the field. Dealing with generational divides is equally important: older employees need opportunities to

upskill in their technological use to ease reluctance to use digital solutions, while younger employees need

clearer systems of progression. For policymakers, amending labor laws that require wages to be adjusted for

inflation and allow access to health care for field workers may help close the gap on economic precarity that

often leads to turnover. More gender-sensitive policies (e.g., time-flexibility, maternity leave) are warranted,

especially when the data record that the female attrition rate of active agricultural extension agents is

significantly higher than that of male agents (37%).

CONCLUSION

Job satisfaction significantly influences turnover intentions among COCOBOD employees; however,

organizational culture emerges as a pivotal moderating factor in this dynamic. Supportive and participative

cultures aligned with Edgar Schein’s model of organizational culture, particularly its underlying assumptions

and espoused values, serve to mitigate dissatisfaction and foster stronger employee commitment. In contrast,

bureaucratic and hierarchical systems exacerbate disengagement and elevate turnover risks. This study

advances the discourse by integrating the African indigenous philosophy of Ubuntu, which emphasizes

communal interdependence, empathy, and shared purpose, into the framework of Schein’s cultural model. By

embedding Ubuntu’s relational ethos into the foundational assumptions and artifacts of organizational life,

COCOBOD can cultivate a culture where employees experience a deeper sense of belonging, dignity, and

mutual accountability. This cultural alignment operationally enhances job satisfaction and organizational fit,

particularly within African public agricultural institutions. Furthermore, the study contributes to global HR

literature by challenging the universality of Western-centric retention theories, which often prioritize

individualistic motivators and transactional incentives. By foregrounding Ubuntu as a culturally grounded

moderator of job satisfaction, the research offers a contextualized alternative that underscores the role of

collective identity, moral reciprocity, and socio-cultural coherence in employee retention. This theoretical

extension not only enriches cross-cultural HRM frameworks but also provides a blueprint for integrating

indigenous values into contemporary management systems to achieve sustainable employee engagement and

institutional resilience.

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RECOMMENDATIONS

1. Decentralized Decision-Making: Though some regional offices will have more formal power than

others, a process to facilitate local office empowerment will alleviate some of the bureaucratic delays in

decision-making and provide employees with a greater sense of voice.

2. Institutionalized Cultural Rituals: Establish community-wide traditions such as collective working, and

formal rituals like recognition ceremonies to deepen employee diversity and connectedness to the

community.

3. Culturally Appropriate Leadership Training: Equip our leadership with engagement and transformation

skills that align with Ghanaian cultural practices.

4. Retention Incentives: Motivational tools should include a mix of financial compensation practices and

recognition and developmental practices.

5. Gender Equity: Systems of mentorship and maternity support for female staff may help the retention

rate.

Suggestion for the Future

1. A mixed-method approach is strongly encouraged to capture both statistical patterns and narrative

depth. This will facilitate a more holistic understanding of employee decision-making within

collectivist and economically variable contexts.

2. Future studies should explicitly position their findings within global HR discourse, demonstrating how

African indigenous philosophies and contextual realities challenge or extend Western retention models.

This will contribute to the development of culturally responsive HR frameworks and enrich cross-

cultural management theory.

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