How Perceived Organizational Support Impacts on Post-1990s Employees' Turnover Intention: Taking China Tobacco Companies as an Example

2021 ◽  
Vol 7 (6) ◽  
pp. 5682-5701
Author(s):  
Dai Xichao ◽  
Dong Feng ◽  
Deng Huachuang ◽  
Xie Shouxiang
Keyword(s):  
Organizational Development ◽  
Organizational Support ◽  
Organizational Identity ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Tobacco Industry ◽  
Significant Negative Correlation ◽  
Mediating Effect ◽  
Hierarchical Regression ◽  
Self Awareness

Tobacco industry is an important part of the national economy and a mainly sources of national fiscal revenue. The healthy and stable growth of the tobacco industry is of great significance to the country's economic development. In particular, the overall quality and work stability of human resources are the key factors for the development of the tobacco industry. Chinese post-1990s are gradually entering the workplace and becoming the backbone of society. However, their high-frequency turnover had different degrees of impact on the stability of the organization and their own career. So, the purpose of this study was to investigate thoroughlythe mechanisms of POS on turnover intention(TI) of post-1990s ofChina tobacco industry based on the mediation of OI, and the regulative effect of employability perception(EP). After collecting the results of questionnaires covering perceived organizational support, turnover intention, organizational identity and employability perception from 352 post-1990s employees of China tobacco industry, our hypotheses were tested using the Hierarchical Regression Analysis (HRA). Results displayed that there was a significant negative correlation between POS and TI of post-1990s employees. Turnover intention of post-1990s employees was significant negative impacted by Organizational identity and employability perception. Internal employability perception(IEP) had a greater impact on TI than that of external employability perception(EEP). Organizational identity played a partly positive mediating effect between POS and TI of post-1990s employees. Employability perception played a negative moderating role between POS and TI of post-1990s employees. Furthermore, the moderating effect of internal employability was greater than that of external employability, and the post-1990s employees with higher employability were more sensitive to the effect onPOS on TI. Finally, this study provided suggestions for China tobacco industrythat strengthening the post-1990s employees' recognition of the organization, improving their overall self-awareness, and improving the level of organizational management were helpful to the career of post-1990s and organizational development.

scholarly journals How Does Support by the Organization Decrease Employee’s Intention to Leave?

2019 ◽  
Vol 2 (2) ◽  
pp. 61
Author(s):  
Novianthi Dian Purnamawati ◽  
Debora Eflina Purba
Keyword(s):  
Customer Service ◽  
Organizational Support ◽  
Turnover Intention ◽  
Affective Commitment ◽  
Perceived Organizational Support ◽  
Intention To Leave ◽  
Mediating Effect ◽  
Contact Center ◽  
Phone Calls ◽  
The Relationship

This study aims to investigate the mediating effect of affective commitment in the relationship between perceived organizational support and turnover intention. Data were collected using paper-and-pencil survey on inbound Customer Service Officers (CSO) of a Contact Center X in Jakarta operating in service of electricity needs by phone calls (N = 96). Data were analyzed using Hayes PROCESS macro on SPSS software. Results showed that perceived organizational support was negatively related to turnover intention and positively related to affective commitment. Results also showed that affective commitment was negatively correlated with turnover intention. The mediation analysis showed that affective commitment fully mediated the relationship between perceived organizational support and turnover intention. The theoretical and practical implications of the study were further discussed.

Creativity and knowledge creation: the moderated mediating effect of perceived organizational support on psychological ownership

2020 ◽  
Vol 44 (6/7) ◽  
pp. 743-760
Author(s):  
Sun Kyung Yoon ◽  
Jae Hyun Kim ◽  
Jung Eun Park ◽  
Chan Ju Kim ◽  
Ji Hoon Song
Keyword(s):  
Organizational Development ◽  
Human Resource Development ◽  
Organizational Support ◽  
Knowledge Creation ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Psychological Ownership ◽  
Creative Performance ◽  
Content Type ◽  
Systems Model

Purpose The purpose of this study is to examine the influences of creativity, psychological ownership (PO) and perceived organizational support (POS) on knowledge creation, using the integrative systems model of creativity. Design/methodology/approach A survey was used to collect data from 188 workers in Korean public service organizations. Analyses, including bootstrapping and hierarchical regression analysis, were performed to determine the mediating effect of PO and also the moderating and the moderated mediating effects of POS. Findings The results showed that PO mediates partially between creativity and knowledge creation and that POS moderates the relationship between PO and knowledge creation. Notably, the moderated mediating effect of POS was only significant when employees had a high level of POS. Practical implications The findings suggest that creativity dissemination requires employees’ social consciousness, collaborative interactions and organizational support. The results imply that human resource development (HRD) practitioners need to cultivate the creativity capacity in the organization. Originality/value This study discusses the effects of PO and POS on creative performance, which HRD professionals and organizational leaders draw attention to for organizational development. Implications for organizational composition and interventions to enhance creative performance are provided.

scholarly journals Why Are Your Employees Leaving the Organization? The Interaction Effect of Role Overload, Perceived Organizational Support, and Equity Sensitivity

2019 ◽  
Vol 11 (3) ◽  
pp. 657 ◽  
Author(s):  
Cheol Kim ◽  
Joo Lee ◽  
Soo Shin
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Equity Sensitivity ◽  
Role Overload ◽  
Hierarchical Regression ◽  
Manufacturing Companies ◽  
Team Members ◽  
Moderation Effect ◽  
Using Data

Drawing on job demand-resources (JDR) theory, this study proposes that role overload and perceived organizational support have interaction effects on turnover intention. Further, we investigate the dynamics between role overload and turnover intention by considering differences in individuals’ reactions to inequity. We conducted several hierarchical regression analyses to test our hypotheses using data from 207 team members at 12 manufacturing companies in South Korea. The results reveal a positive relationship between role overload and turnover intention and a significant joint moderation effect of perceived organizational support and equity sensitivity. This study expands on JDR theory by simultaneously considering the buffer and strain hypotheses in the role overload–turnover relationship and its link to equity sensitivity.

Cognitive and affective predictors of occupational stress and job performance: the role of perceived organizational support and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ana Junça Silva ◽  
Cannanda Lopes
Keyword(s):  
Job Performance ◽  
Occupational Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type

PurposeThis study aimed to (1) analyze whether the perceived organizational support (POS) was a significant predictor of performance and stress and (2) explore the mediating role of engagement in these relations.Design/methodology/approachTo test the hypotheses, the authors collected data with 200 working adults in a mandatory quarantine due to COVID-19 pandemic crisis.FindingsThe results showed that the POS contributed to increase engagement, and consequently, job performance. These relations also proved to be significant for stress, because when the POS increased, the work engagement also increased, and as a result decreased occupational stress.Research limitations/implicationsThis study relied on a cross-sectional design. Therefore, future research should consider a daily design to replicate this study and analyze daily fluctuations. Overall, the authors can conclude that work engagement is an affective process through which POS decreases stress and increases performance.Originality/valueThis study tests the mediating effect of work engagement on the link between POS, stress and performance, and its theoretical and practical implications of these findings are discussed.

scholarly journals The causes, consequences, and mediating effects of job burnout among hospital employees in Taiwan

2012 ◽  
Vol 2 (1) ◽  
pp. 15 ◽  
Author(s):  
Yea-Wen Lin
Keyword(s):  
Emotional Exhaustion ◽  
Turnover Intention ◽  
Job Burnout ◽  
Mediating Effect ◽  
Hierarchical Regression ◽  
Mediating Effects ◽  
Cross Sectional Survey ◽  
High Turnover ◽  
Cross Sectional ◽  
Hospital Employees

For the purpose of explaining the causes, consequences and mediating effects of burnout on relevant variables, the researcher conducted a cross-sectional survey of 371 hospital employees in Taiwan. Four principal findings are made. First, with respect to the three components of burnout experienced by hospital employees, the most frequently reported is emotional exhaustion, being also the most problematic among hospital employees compared with employees in other industries. Second, while increased workload coupled with role conflict increases the likelihood of burnout among hospital employees, improved work autonomy and social support reduce its likelihood. Next, the study finds a direct correlation between employees’ perceptions of low levels of emotional exhaustion and depersonalization and high levels of organizational commitment. In contrast, employees’ perceptions of high levels of emotional exhaustion and depersonalization lead to high turnover intention. Finally, the result of the hierarchical regression analysis demonstrates a partial mediating effect of burnout in the current study. These findings suggest the need for hospital management to improve their wellbeing and incentive strategies, to embark upon regular investigations into job burnout and to adopt appropriate measures to meet the professional development needs of hospital employees.

Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support

2020 ◽  
Vol 33 (7) ◽  
pp. 1431-1447 ◽  
Author(s):  
Shalini Srivastava ◽  
Swati Agrawal
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Resistance To Change ◽  
Cross Sectional ◽  
Content Type ◽  
Relationship Of ◽  
The Relationship ◽  
Moderating Role

PurposeThe purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.Design/methodology/approachThe empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.FindingsThe paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.Originality/valueThis paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.

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