Abstract
This study investigated the influence of organisational culture and job alienation on employee turnover intention at the Ogun State Agricultural Development Programme (OGADEP) in Abeokuta, Nigeria. A descriptive survey design was employed, with data collected from 125 employees selected through simple random sampling using a structured questionnaire. Data were analysed using descriptive and inferential statistics. Findings revealed a mature workforce, with the largest age group being 41–50 years (31.2%). The respondents were predominantly female (53.6%), married (72.0%), held a B.Sc degree (52.0%), and occupied senior-level positions (68.8%). Results indicated that while organisational culture was perceived positively regarding professional growth (Mean=3.48), weaknesses in strategic vision (Mean=3.07) were apparent. Regarding job alienation, while a majority (58.4%) scored in a favourable, low-alienation range, a substantial 41.6% of respondents reported unfavourable levels, experiencing feelings of powerlessness and meaninglessness. Pearson correlation analysis revealed a significant, strong negative relationship between organisational culture and turnover intention (r=-0.667, p=0.039) and a significant positive relationship between job alienation and turnover intention (r=0.265, p=0.003). In contrast, Chi-square tests showed no significant association between personal characteristics, such as age (χ²=6.361, p>0.05) and sex (χ²=0.329, p>0.05) and turnover intention. The study concluded that a positive organisational culture reduces the intention to leave, while job alienation, affecting a notable portion of the workforce, increases it. It is recommended that OGADEP focus on strengthening its culture to improve employee engagement and retention.