The study set out to develop a theory-driven multi-dimensional measure of organizational climate and then its impact on turnover intention of faculty members of technical educational institutes of India. The result of this empirical investigation support that organizational climate has a significant impact on turnover intention of faculty members. The study results revealed that orientation and reward management are the two antecedents of organizational climate, which has an inverse significant impact on turnover intention. i.e. if faculty members are clear about the organizational and individual goals and rewards within the institute is properly managed than it is less likely for the them to quit the organization.

These findings had the support of a previous study by Singh (1985) who found that faculty members in a more open climate performed much better than faculty members in a less open climate and are less likely to leave the organization.

The results from this empirical investigation may have significant implications for how positive organizational climate is conceived. The results hopefully suggest that these two antecedent may represent what constitutes a theoretically broadened and enriched understanding of organizational climate in relation to faculty members of technical educational institutes of India.


In this competitive world, technical educational institutes require satisfied and committed faculty members to generate value for the institution. The result of this study was in the hypothesized directions in which perceived positive organizational climate decreases intention to leave. This relationship was in line with previous findings reported and thus this study managed to validate the results obtained by past researchers.

To create positive organizational climate, management of the educational institutes needs to focus more on two antecedents of organizational climate i.e. Orientation and Reward Management, as they have significant impact on intention to quit which is inversely related. Orientation techniques should be properly defined and practiced within the educational institutes like faculty members must be clearly defined with the goals of the institute. There must be provisions of flexibility in solving problems and at last management of the institutes needs to help the faculty members to achieve their individual goals.

Sound policies regarding reward management needs to be formulated and implemented including fair and uniform salary structure among all the faculty members and fair promotional polices. Management of the educational institutes needs to formulate such strategies to instill a positive organizational climate and thus reduce turnover of faculty members.


A major limitation of this study is the population factor. Only faculty members of technical educational institutes of India were used leaving out students and non-academic staff. This poses a threat to generalizability of the study in relation to prediction of organizational climate in Indian institutes – the study may not be generalized for the entire academic community. It is not certain that similar results would be obtained when a study is conducted using all the subgroups (academic, non-academic and students) for estimation of organizational climate.

Another limitation is dearth of current literature in the area of organizational climate in relation to turnover intention in educational settings.