Talent management and talented employees’ attitudes: mediating role of perceived organisational support

2019 ◽  
Vol 85 (3) ◽  
pp. 527-543 ◽  
Author(s):  
James Kwame Mensah
2015 ◽  
Vol 22 (2) ◽  
pp. 139-153 ◽  
Author(s):  
Jarrod M. Haar ◽  
Alida de Fluiter ◽  
David Brougham

AbstractAbusive supervision has a significant impact on employee turnover intentions. An underexplored factor in this area is the influence of support: we test perceived organisational support as a mediator. The present study utilised data from three distinct populations within New Zealand: (1) ethnically diverse blue-collar workers, (2) Māori (the indigenous people of New Zealand) employees, and (3) Chinese employees working within New Zealand. Structural equation modelling from the combined sample of 432 respondents (in total) showed that the indirect-effects model fit the data best, where abusive supervision was positively related to turnover intentions and negatively towards perceived organisational support; while support was negatively related to turnover intentions. Our findings bear out the notion that organisational support mediates the influence of abusive supervision on turnover intentions, highlighting the effect of organisational influence within this area. By exploring these relationships on three distinct populations, this study improves the generalisability of the related theories.


2019 ◽  
Vol 7 (3) ◽  
Author(s):  
Syed Hussain al-Hussaini . ◽  
Jamshid Ali Turi . ◽  
Abbod Naseb Abbod Altamimi . ◽  
Dr.Muhammad Asif Khan . ◽  
Mushtaq Ahmad .

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