Organizational commitment is perceived as an attitude of association to the organization by an employee, which leads to particular job-related behaviors such as work absenteeism, job satisfaction and turnover intensions. Turnover is the ratio of the number of workers that had to be replaced in a given time period to the average number of workers. Employee turnover is affected by job dissatisfaction, errors in employee selection, and poor management. As a performance indicator, turnover should be understood by management and leadership of the company. Turnover in the teaching profession can have important consequences for universities and students, including the financial and time costs of filling positions, disruption of curricular continuity, and difficulty in maintain a cohesive school environment. This study examines the impact assessment of personal factors on organizational commitment which leads to turnover intentions. The results indicated that the universities in KSA are not stipulating effective measure to retain their worthy and highly qualified resources. Some of the preventive actions include management training in order to capture warning of job dissatisfaction and periodic workplace evaluation of satisfaction, an open door policy style of management, and uphold strict hiring standards. In order to keep costs down, a streamline and efficient human resource program is suggested. Furthermore, organizations may gain more by attaching employees, increasing their investments, and enhancing their obligations to fulfill their goals. (Contains 1 figure, 1 footnote and 4 tables.)