Path Model Analysis of Perceived Organizational Support, Job Satisfaction and Turnover Intention: Study on Indian Generation Y Employees

2016 ◽  
pp. 405-417
Author(s):  
Soumi Rai
Keyword(s):  
Job Satisfaction ◽  
Generation Y ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Model Analysis ◽  
Path Model

scholarly journals Perceived Organizational Support, Alternative Job Opportunity, Organizational Commitment, Job Satisfaction and Turnover Intention: A Moderated-mediated Model

Organizacija ◽  
2019 ◽  
Vol 52 (4) ◽  
pp. 310-324
Author(s):  
Abdulmajeed Saad Albalawi ◽  
Shahnaz Naugton ◽  
Malek Bakheet Elayan ◽  
Mohammad Tahseen Sleimi
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Turnover Intention ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Future Research ◽  
Job Opportunities ◽  
Job Opportunity

Abstract Background and Purpose: This article tested a structural model that examines the mediating role of organizational commitment on the link between perceived organizational support, perceived alternative job opportunities, and turnover intention, and the moderating role of job satisfaction on the proposed relationships. Methodology: Using convenience sampling technique, a self-administered survey was conducted on a pool of Jordanian small and medium sized enterprises (SMEs). The obtained data (n=270) were analyzed with contemporary variance-based structural equation modelling (PLS-SEM) software SmartPLS v3. Results: Findings revealed that organizational commitment mediates the association between perceived organizational support and turnover intention, perceived alternative job opportunities and turnover intention. In addition, job satisfaction did not moderate the associations between organizational support, perceived alternative job opportunity and organizational commitment. Conclusion: The present study is among the first to show the mediating mechanism of organizational commitment on the link between perceived organizational support, perceived alternative job opportunity and turnover intention. Theoretical and practical implications are drawn, before pointing to potential future research directions that build on the evidence-based positions argued for in this study.

scholarly journals Analisis Perceived Organizational Support, Quality Culture, dan Kepuasan Kerja sebagai Second-Order Factor terhadap Turnover Intention Karyawan Generasi Y di ATC (Air Traffic Control)

2021 ◽  
Vol 10 (2) ◽  
pp. 258
Author(s):  
Honorata Ratnawati Dwi Putranti ◽  
Suparmi Suparmi ◽  
Sri Suprapti
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Traffic Control ◽  
Turnover Intention ◽  
Air Traffic Control ◽  
Perceived Organizational Support ◽  
Human Resources Management ◽  
Air Traffic ◽  
Second Order ◽  
Quality Culture

<em>The meeting between generations is now starting to be felt in all organizations, and new things in Human Resources management. Differences in character, motivation, and characteristics in each create a contribution to the human resource management of an organization/company. This study aims to analyze Y-generation employees at ATC (Air Traffic Control) by examining the relationship between variables, perceived organizational support, job satisfaction, quality culture, and intention to move. The research object is ATC employees of seven airports in Indonesia with a total population of 620. The sample of this study is Y-generation of the ATC employees, which is as many as 225, with a purposive sampling method. Research data processing using AMOS version 24 with job satisfaction as the second-order (internal and external dimensions). The results showed that perceived organizational support and quality culture affected turnover intention which was moderated by job satisfaction. This research is expected to contribute to the understanding of job satisfaction which consists of external and internal dimensions that affect Y-generation in turnover intention.</em>

Relationship between ethical work climate and nurses’ perception of organizational support, commitment, job satisfaction and turnover intent

2015 ◽  
Vol 24 (2) ◽  
pp. 151-166 ◽  
Author(s):  
Ebtsam Aly Abou Hashish
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Organizational Support ◽  
Turnover Intention ◽  
Ethical Climate ◽  
Perceived Organizational Support ◽  
Work Climate ◽  
Healthcare Organizations ◽  
Ethical Work Climate ◽  
Ethical Work

Background: Healthcare organizations are now challenged to retain nurses’ generation and understand why they are leaving their nursing career prematurely. Acquiring knowledge about the effect of ethical work climate and level of perceived organizational support can help organizational leaders to deal effectively with dysfunctional behaviors and make a difference in enhancing nurses’ dedication, commitment, satisfaction, and loyalty to their organization. Purpose: This study aims to determine the relationship between ethical work climate, and perceived organizational support and nurses’ organizational commitment, job satisfaction, and turnover intention. Methods: A descriptive correlational research design was conducted in all inpatient care units at three major hospitals affiliated to different health sectors at Alexandria governorate. All nurses working in these previous hospitals were included in the study (N = 500). Ethical Climate Questionnaire, Survey of Perceived Organizational Support, Organizational Commitment Questionnaire, Index of Job Satisfaction, and Intention to Turnover scale were used to measure study variables. Ethical considerations: Approval was obtained from Ethics Committee at Faculty of Nursing, Alexandria University. Privacy and confidentiality of data were maintained and assured by obtaining subjects’ informed consent to participate in the research before data collection. Findings: The result revealed positive significant correlations between nurses’ perception of overall ethical work climate and each of perceived organizational support, commitment, as well as their job satisfaction. However, negative significant correlations were found between nurses’ turnover intention and each of these variables. Also, approximately 33% of the explained variance of turnover intention is accounted by ethical work climate, organizational support, organizational commitment, and job satisfaction, and these variables independently contributed significantly in the prediction of turnover intention. Recommendation: Strategies to foster and enhance ethical and supportive work climates as well as job-related benefits are considered significant factors in increasing nurses’ commitment and satisfaction and decreasing their turnover intention.

scholarly journals Mediator Analysis of Employee Engagement: Role of Perceived Organizational Support, P-O Fit, Organizational Commitment and Job Satisfaction

2013 ◽  
Vol 38 (1) ◽  
pp. 27-40 ◽  
Author(s):  
Soumendu Biswas ◽  
Jyotsna Bhatnagar
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Employee Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Discriminant Validity ◽  
Factor Model ◽  
Path Model ◽  
Nested Models

Given the multi-determinability of individual affect and attitudes, this paper seeks to explicate their display through some construct that captures the cognitive, emotional, and behavioural components of work-related roles. Employee engagement is found to be one such explanatory variable. This paper assesses the mediating role of employee engagement between perceived organizational support (POS) and person-organization fit (P-O fit) as the antecedents and organizational commitment and job satisfaction as the consequences. It tests the path model by using data from six Indian organizations and a sample of 246 Indian managers. The findings help find a direct effect of P-O fit and POS, which affects employee engagement and leads to variance in organizational commitment and job satisfaction. Further, the paper attempts to establish discriminant validity between employee engagement and organizational commitment. Yet, because of the similarity of wordings of the items measuring the employees� ratings of the two constructs, the authors conducted a confirmatory factor analysis leading to discriminant validity establishment to examine whether employee engagement and organizational commitment were distinct. AMOS software (version 17.0) was used to compare the fit of two nested models: (a) a one-factor model incorporating both the constructs and (b) a two-factor model distinguishing employee engagement and organizational commitment. It also provides empirical support to job satisfaction and its linkage with employee engagement. The findings suggest that when individuals perceive positive levels of organizational collaboration, they are intrinsically encouraged towards exerting considerably higher levels of effort. The notion that P-O fit deals with the congruence between employees� personal values and those of the organization makes for greater meaningfulness and psychological safety leading to higher levels of employee engagement. Furthermore, when individual values are perceived to fit organizational norms, the former are entrusted with greater responsibilities and are made to feel more empowered. A high level of employee engagement reflects a greater trust and loyal relationship between the individual and the organization. This suggests the building up of higher degree of commitment by the employee towards their employing organization. The paper contributes to theory building in the employee engagement and organizational commitment domains.

I Am More Committed to My Profession Than to My Organization

2020 ◽  
Vol 11 (3) ◽  
pp. 37-58
Author(s):  
Mufitha Mohamed Buhari ◽  
Chen Chen Yong ◽  
Su Teng Lee
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Turnover Intention ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Early Career ◽  
Professional Commitment ◽  
Career Stage ◽  
It Professionals ◽  
The Relationship

Given its knowledge centred nature, retaining key talents is essential for any IT organization. Inability to do so reflects a failure in employee-organization relationship. Since IT professionals possess unique workplace behaviours, it is presumed that they leave organizations as more committed to the profession. Thus, the study aimed to investigate the influence of professional commitment and perceived organizational support on IT professionals' turnover intention. Data was analysed using a structural equation model. A sample of 96 software engineers revealed that professional commitment negatively influences turnover intention while its effect is partially mediated by job satisfaction. Surprisingly, unlike for other employees, for IT professionals, perceived organizational support had no influence on turnover intention: instead stimulated job satisfaction. Similarly, professional commitment stimulates job satisfaction. Job satisfaction negatively influenced the turnover intention. Gender showed no moderating effect on the relationship between job satisfaction and turnover intention while career stage moderated the relationship. The comparison between the findings of professional commitment and perceived organizational support directs IT firms to re-visit presumptions about IT professionals and to re-assess what is meant by organizational support to IT professionals. Since gender had no effect on the job satisfaction-turnover intention relationship, both male and female IT professionals must be acknowledged for their equal professionalism in the industry. IT companies must take initiatives to retain talented early career staged IT professional who have proven to easily leave their organizations compared to others. Such efforts can be integrated to professional commitment and job satisfaction.

scholarly journals Pengaruh Perceived Organizational Support Terhadap Turnover Intention Dengan Job Satisfaction Sebagai Variabel Mediasi Pada PT. BANK MNC DI JAKARTA PUSAT

2021 ◽  
Vol 3 (1) ◽  
pp. 82
Author(s):  
Felix Herianto ◽  
Yanuar Yanuar
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Analysis Method ◽  
Minimum Sample

this study aims to determine the influence of perceived organizational support on turnover intention through job satisfaction as mediating variable both indirectly or directly. The sample in this study were 75 employees of PT. Bank MNC at Jakarta Pusat, whom the majority are sales divition, a minimum sample is determine by using Hair’s formula which are the indicators times with five. The analysis method used is SmartPLS 3.2.8 resulting in Perceived Organizational Support has a positive and significant effect on job satisfaction. Job satisfaction has a negative and not significant effect on turnover intention. Perceived organizational support has a negative and not significant effect on turnover intention. And perceived organizational support has a negative and not significant effect on turnover intention through job satisfaction as a mediating variable. The implication of this research is that the company is expected to increase perceived organizational support for employees to increase job satisfaction, then the next research party is expected to re-examine perceived organizational support for turnover intention, job satisfaction with turnover intention and perceived organizational support for turnover intention through job satisfaction because of the results of this study not significant. this study aims to determine the influence of perceived organizational support on turnover intention through job satisfaction as mediating variable both indirectly or directly. The sample in this study were 75 employees of PT. Bank MNC at Jakarta Pusat, whom the majority are sales divition, a minimum sample is determine by using Hair’s formula which are the indicators times with five. The analysis method used is SmartPLS 3.2.8 resulting in Perceived Organizational Support has a positive and significant effect on job satisfaction. Job satisfaction has a negative and not significant effect on turnover intention. Perceived organizational support has a negative and not significant effect on turnover intention. And perceived organizational support has a negative and not significant effect on turnover intention through job satisfaction as a mediating variable. The implication of this research is that the company is expected to increase perceived organizational support for employees to increase job satisfaction, then the next research party is expected to re-examine perceived organizational support for turnover intention, job satisfaction with turnover intention and perceived organizational support for turnover intention through job satisfaction because of the results of this study not significant..

scholarly journals PENGARUH PERCEIVED ORGANIZATONAL SUPPORT, KEPUASAN KERJA, DAN KOMITMEN ORGANISASI TERHADAP INTENTION TO QUIT PADA GENERASI Y (MILLENNIALS)

2019 ◽  
Vol 2 (1) ◽  
pp. 16-33
Author(s):  
Endhar Priyo Utomo
Keyword(s):  
Job Satisfaction ◽  
Organizational Commitment ◽  
Generation Y ◽  
Organizational Support ◽  
Structural Equation ◽  
Perceived Organizational Support ◽  
Banking Sector ◽  
Intention To Quit ◽  
Equation Modeling ◽  
Analysis Tool

This study aims to analyze what factors can reduce the level of intention to quit on generation Y banking employees by increasing variables perceived organizational support, job satisfaction, through organizational commitment. From the existing research problems explain how to reduce the level of intention to quit for Generation Y employees in the banking sector in the city of Semarang.The number of samples in this study were 130 respondents but those who were willing to fill out questionnaires were 120 respondents. The sample determination was determined by the Non Probability Sampling method. The sample in this study is generation Y employees in the banking sector in Semarang City. The analysis tool used in this study uses Structural Equation Modeling (SEM).The results in this study indicate that the influence of the variable Perceived Organizational Support, Job Satisfaction on Organizational Commitment is positive and significant. The second result in this study shows that the Perceived Organizational Support, Job Satisfaction with Intention to Quit is negative and significant. The third result in this study shows that the Organizational Commitment to Intention to Quit is negative and significant..

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