The concept of organisational culture has been the subject of considerable debate\ud
within the literature on corporate culture and organisational behaviour. Central to the\ud
issue is whether or not managers can create, manage and change culture in the\ud
workplace. Some commentators are clear that it is within the sphere of management\ud
control; others are equally clear that it is not; others support the idea that managers\ud
can influence the dominant culture within their organisation. Organisational culture\ud
has become closely associated with the concurrent development of the models of\ud
human resource management (HRM). Employee commitment is frequently a stated\ud
aim and aspiration for both corporate culture initiatives and HRM practices, both\ud
seeking to affect employee behaviour at work. This research investigates how culture\ud
within the workplace affects the behaviour of service industry employees and their\ud
intentions regarding whether or not to leave their job