scholarly journals Turnover Intention and Perceived Organizational Support; Mediating Role of Work Engagement and Organizational Commitment

2019 ◽  
Vol 15 (10) ◽  
Author(s):  
Kashif Nadeem ◽  
Muhammad Ahsan Khan ◽  
Nazish Imtiaz ◽  
Yasir Iftikhar
Keyword(s):  
Organizational Commitment ◽  
Work Engagement ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Mediating Role

scholarly journals The mediating role of work engagement in the relationship between perceived organizational support and turnover intention – with an application to healthcare employees in Erzincan province of Turkey

2021 ◽  
Vol 34 (2) ◽  
pp. 291-306
Author(s):  
Murat Bas ◽  
Orhan Çınar
Keyword(s):  
Work Engagement ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Healthcare Sector ◽  
Survey Method ◽  
Mediating Role ◽  
Negative Effect ◽  
The Relationship

Purpose: The main purpose of this study is to investigate the mediating role of work engagement (WE) in the relationship between perceived organizational support (POS) and turnover intention (TI). Methodology: In this context, to test the model and hypotheses, research data were collected using a survey method from 427 public employees working in the healthcare sector in Erzincan province of Turkey. The data were analyzed using SPSS and AMOS programs. Results: As a result of the analyses, it was found that perceived organizational support has a positive effect on work engagement and a negative effect on turnover intention, and work engagement and turnover intention variables are negatively correlated. It was also concluded that there was a partial mediating role of work engagement in the relationship between perceived organizational support and turnover intention. Conclusion: In this study, it was determined that WE has a partial intermediary role in the relationship between POS and TI. According to these findings, the support provided to the employee by the organization reduces employee intention to quit. In this context, when organizational management implements practices that will ensure employee commitment in addition to supporting employees and creating this perception, it can further reduce the intention of employees to quit.

scholarly journals “Making Generation Y Stay”: The Mediating Role of Organizational Commitment

2018 ◽  
Vol 3 (2) ◽  
pp. 141 ◽  
Author(s):  
Sellya Putri ◽  
Bertina Sjabadhyni ◽  
Martina Dwi Mustika
Keyword(s):  
Organizational Commitment ◽  
Generation Y ◽  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Sampling Technique ◽  
Large Cities ◽  
Mediating Role ◽  
Relationship Of

<p>Job turnover in Generation Y has become a common phenomenon in industry in large cities. They tend to believe that it is not difficult to leave their jobs and not important to immediately settle in an organization. The study aimed to understand the mediating role of organizational commitment (OC) between perceived organizational support (POS) and turnover intention (TO). A purposive sampling technique was used in this study with 284 generation Y employees living in large cities (19-37 years old) as participants. There were three questionnaires used in this study namely Turnover Intention Scale, Organizational Commitment Scale and Survey of Perceived Organizational Support. The investigation discovered that POS positively affected OC and negatively TO. Employing mediation analysis showed that OC was a significant mediator from the relationship of POS and TO. The findings of this research provide organizations with information about how to effectively manage and retain Generation Y employees through POS and OC.</p>

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.

Turnover intention and resistance to change

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Resistance To Change ◽  
Content Type ◽  
Mediating Role ◽  
Employee Wellbeing ◽  
Positive Work Environment

Purpose The purpose of this study is to examine the turnover intention – resistance to change relationship, the mediating role of burnout on this relationship and the moderating role of perceived organizational support. Design/methodology/approach Data was gathered from the responses of 410 managers employed in private organizations from the Delhi NCR region of India to a questionnaire survey. Findings The results show that resistance to change is positively related to turnover intentions and this relationship is explained by burnout. Perceived organizational support acts as a moderator and when it is high the strength of this relationship will be reduced. Practical implications Therefore for organizations to reduce staff turnover managers should identify increased levels of resistance and strengthen perceived organizational support through development of a positive work environment alongside policies and practices which support employee wellbeing. Originality/value This paper has an original approach by considering burnout as an intervening variable in the relationship between resistance to change and turnover intentions and examining perceived organizational support as a moderating factor.

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