The Influence of Traditional Management Practices on Employee Satisfaction, Turnover Intention, and Perceived Organizational Profitability

Abstract

This study explores the influence of traditional management practices on employee satisfaction, turnover intention, and perceived organizational profitability. While modern management approaches often emphasize flexibility and innovation, many organizations, particularly in developing contexts, continue to rely on classical principles such as clear hierarchies, standardized procedures, and centralized decision-making. Using a quantitative research design, data were collected from 230 employees across various sectors in Kabul, Afghanistan. The findings reveal that traditional management practices have a strong positive effect on employee satisfaction and perceived profitability, and a significant negative effect on turnover intention. Regression results showed that these practices explained 71% of the variation in employee satisfaction, 53% in perceived profitability, and 61% in turnover intention. These results suggest that structured management systems still offer practical value, especially in work environments that benefit from predictability and clear direction. The study provides empirical support for the continued relevance of traditional management in modern organizational settings and encourages a balanced approach that blends classical structure with evolving workplace needs.