The 18 items were subjected to a principal component analysis with varimax rotation, the results of which are shown in Table 4. In line with expectations, the factor analysis yielded four components corresponding to the five variables. The result of factor analysis shows that Zb Z2 and Z3 items of turnover intention are loaded under 3rd component with high loading values of 0.812, 0.827 and 0.824. Xi, X2 & X3 variables i.e. Orientation, Supervision and Communication are loaded under 1st component. As loadings of orientation items X11, X12, X13 are 0.823, 0.784 & 0.797 respectively is high as compared to supervision & communication items, it is only considered for further analysis.

Both the supervision &communication items will not be considered. X41 & X42 items of Decision Making are loaded under 4th component with loadings of 0.787 & 0.844 respectively, whereas X43 is weakly loaded (0.481), so will not be considered. X51, X52 and X53 items of Reward Management are loaded under 2nd component with loadings of 0.827, 0.832 and 0.674 respectively. Therefore, after factor analysis, Turnover Intention will be considered as dependent variable whereas 3 items of orientation, 2 items of decision making and 3 items of reward management are considered as independent variables for further multivariate analysis.

Reliability or internal consistency of the instruments is estimated with the help of Cronbach coefficient alpha to check whether the items are all measuring the same thing or not. The closer the value of Cronbach’s alpha to one, the higher the reliability estimate of the instrument. As the scale is multidimensional, consisting of numerous subscales, coefficient alphas are estimated for each subscale as shown in table 4 and the values depicts that the data gathered for all the subscales are reliable.

Table 4: Validity Test (Factor Analysis)
table4Impact of Organizational Climate-6

Organizational Climate was measured using 15 items instrument for all the five antecedents using Organizational Climate Questionnaire (OCQ) by Litwin and Stringer (1968). The Cronbach alpha was 0.950. Overall the internal consistency for all the 18 items was checked and the Cronbach alpha was 0.872 (Table 5).
table 5Impact of Organizational Climate-7


The Statistical Package for the Social Sciences (SPSS) (Version 17) was used to facilitate analysis. The psychometric properties of the instrument were analyzed using principal component analysis with varimax rotation to determine construct validity and Cronbach’s coefficient alpha to the scale’s internal consistency reliability. Finally, the regression analysis was conducted to the impact of five antecedents of organizational climate on turnover intention (table 6, 7 & 8). of R Square is 0.238 i.e. 23.8% which reveals that data collected is reliable as shown in table 6 determine determine The value

Table 6: Model Summary
table 6 Impact of Organizational Climate-8

Table 7 reveals that organizational climate has a significant impact on turnover intention of faculty members as F value (20.955) is greater than Fcrit (2.649).
table 7Impact of Organizational Climate-9

Among all the five antecedents of organizational climate only two antecedents viz. Orientation (X!) and Reward Management (X5) has significant impact on turnover intention with p values of 0.000 & 0.027 (p<0.05) respectively as shown in table 8. Therefore research hypothesis H and H5 is accepted whereas null hypothesis (H0) is accepted for other three antecedents viz. Supervision (X2), Communication (X3) & Decision making (X4) i.e H2, H3 and H4 are rejected.

Table 8: Coefficients
table 8Impact of Organizational Climate-10

The beta coefficients for significant antecedents of organizational climate i.e. orientation and reward management are -0.203 and -0.424 respectively as shown in figure 2. The negative sign indicates the inverse relationships between the antecedents of organizational climate and turnover intention among faculty members.

Fig2Impact of Organizational Climate-11
Figure 2: Result of Hypothesis Test (H1 to H8)