The effects of perceived organisational support and affective commitment on turnover intention

The high turnover intention among outsourced employees at PT. XYZ in Sidoarjo highlights the importance of understanding the psychological factors that influence the decision to change jobs. This study analyzes the influence of job insecurity and employee engagement on turnover intention, with perceived organizational support (POS) as a mediating variable. This study contributes theoretically by expanding the understanding of the dual role of POS in unstable employment relationships, and practically by providing implications for the management of outsourced workers in the manufacturing industry. Using an explanatory quantitative approach, data were collected from 189 outsourced employees and analyzed using PLS-SEM. The results show that job insecurity has a positive and significant effect on turnover intention. Employee engagement has a significant effect on POS, but does not directly reduce turnover intention. POS is proven to have a significant effect on turnover intention and mediates the inconsistent relationship between employee engagement and turnover intention. Meanwhile, POS does not mediate the effect of job insecurity on turnover intention. The research model was able to explain 30.5% of the variation in turnover intention, confirming that in the context of outsourcing, organizational support is not yet able to curb turnover intention when job insecurity remains high. Practically, this study recommends strengthening job security, clarifying career prospects, and improving the quality of organizational support relevant to outsourced employees to reduce turnover intention more effectively.

This study examines the relationships between perceived organisational support (POS), organisational citizenship behaviour (OCB) and organisational trust; and organisational trust with OCB and turnover intentions; and OCB with turnover intentions. The population under study was all experts from National Iranian Drilling Company among whom 158 questionnaires were distributed. Finally, 140 questionnaires were analysed. The methodology used in this study was correlation using structural equation model. Results showed that there is a negative significant relationship between POS, OCB and organisational trust and turnover intention. There is a positive significant relationship between POS, OCB and organisational trust. There is also a positive significant relationship between OCB and organisational trust. The indirect effect of organisational support is negative and significant on turnover intention. Since this effect is through organisational trust on turnover intention, the meditating role of organisational trust is supported in relation to the POS and turnover intention and also to the POS and OCB; the meditating role of OCB is supported in relation to organisational trust and turnover intention. Indirect effect of organisational socialisation is significant on cognitive empowerment. The results of PLS showed that the baseline model is supported.

The current study examined the role of affective commitment in the relationship between perceived organisational support (POS), job stress, and quitting intention of mining sector employees. The participants were 407 employees of a mining company in Ghana (females = 41.8%, manager = 41.3%, mean age = 2.13 years, SD = 0.77 years). They completed existing measures of perceived organisational support, job stress, affective organisational commitment, affective occupational commitment, and turnover intention. Following mediated-moderated analysis, the results showed the employee’s perceived job stress to mediate the relationship between POS and turnover intention. Additionally, affective organisational and occupational commitments moderated the relationship between job stress and turnover intention such that the relationship between job stress and turnover intention was less positive when affective commitments are high. From these findings, we conclude that providing employees with perceived organisational support will not only help reduce stress-related turnover intention, but may also help employees to develop an emotional attachment which will buffer the effect of stress on turnover intention.

This study examines the relationships between organisational justice, perceived organisational support (POS), trust in organisation and organisational citizenship behaviour (OCB) by proposing and testing three competing models. The baseline model links POS to distributive justice as its antecedent, and trust in organisation to procedural justice as its antecedent, while OCB is considered the outcome of POS and trust in organisation. Two alternative models are developed to test the effect of distributive justice on trust in organisation, and that of procedural justice on POS. Several hypotheses are derived from these competing models, and tested with a data set consists of 247 employees in three joint ventures in Guangdong Province of China. The results of LISREL show that the baseline model is better supported than the other two models. Specifically, we find that distributive justice affects POS and procedural justice affects trust in organisation. POS has a significant positive effect on trust in organisation and OCB.

The purpose of this study was to investigate workplace experiences and turnover intention (consideration of leaving or changing a job) and to examine factors associated with turnover intention among survivors. Adult survivors of childhood cancer with a history of employment (n = 289) completed measures of workplace experiences (n = 50, 18-29years; n = 183, 30-44years; n = 56; > 45years of age at follow-up). Turnover intention was assessed using three items from the Job Satisfaction Scale. Responses were dichotomized as reflecting high vs. low turnover intention. Path analysis was used to estimate the influence of demographic characteristics, treatment exposures (cranial radiation therapy [CRT]), and workplace experiences on turnover intention. Thirty percent of survivors reported high turnover intention (95% CL, 25 to 36%). Exposure to CRT (P = 0.003), older attained age (P < 0.001), experiencing formal workplace discrimination (P = 0.008), and having lower continuance (P < 0.001) or affective commitment (P < 0.001) were associated with high turnover intention among survivors. Informal discrimination, mediated through job satisfaction, also influenced survivors' reported intent to leave their jobs. One third of adult survivors of childhood cancer report turnover intention, which is related to their cancer treatment, but more temporally proximal, workplace discrimination. Additional research is needed to understand the consequences of turnover intention among survivors. Survivors and their health care providers should be aware of legislative policies related to workplace discrimination (e.g., American with Disabilities Act) and related implications for job turnover.

PurposeLeveraging the mindfulness theory and the social exchange theory, this study examines the influence of perceived leader mindfulness (PLM) on turnover intentions (TOI) of non-family employees (NFEs) working in family firms. The study investigates whether the above relationship is mediated by employee perceptions of leader–member exchange quality (LMX quality) and their affective commitment (AC).Design/methodology/approachA conceptual framework is proposed that hypothesizes inverse relationship between PLM and TOI, which is posited to be mediated by both LMX quality and AC. The hypotheses are tested through survey data collected from 254 NFEs working in various family-owned businesses in Malaysia. The data analyzed through partial least square structural equation modeling (PLS-SEM).FindingsThe results indicate that PLM has a positive influence on both LMX quality and AC. Moreover, PLM has a strong negative affect on TOI. In terms of results of mediation analysis, it appears that two mediation hypotheses out of four are significant, that is mediating effect of AC between PLM and TOI and LMX quality between PLM and AC. However, the mediating role of LMX quality between PLM and TOI and the sequential mediation hypotheses were both non-significant.Research limitations/implicationsThe findings of the study imply is that to ensure retention of qualified and talented NFEs, mindfulness of family firm leaders plays a significant role in ensuring lower TOI. Furthermore, such a goal is better achieved by ensuring that such employees are supported through leadership that leads to their development of better LMX quality and AC towards the organization. The study however is limited, as other potential exogenous variables that may influence TOI were not considered.Practical implicationsLosing employees that join a firm and acquire valuable skills and experience is a significant concern for family firms that are known for discriminating between employees related to the owners and outsiders. This study presents evidence for owners and managers of family firms that by focusing on mindful behavior and working towards developing better LMX quality and AC of NFEs, the organization can reduce TOI of such employees.Originality/valueThis study contributes to the under-researched and fragmented literature on relationships between PLM among NFEs and TOI of such individuals working in family firms. Moreover, this appears to be the first study that investigates mediating roles of and LMX quality and AC among NFEs in the above relationship.

Abstract. The high level of turnover intention in the hospitality industry affects operational stability and service quality. One main cause is the low level of perceived organizational support (POS) felt by employees, which reduces their loyalty and commitment to the organization. This study aims to examine the effect of perceived organizational support on turnover intention among employees of five-star hotels in Bandung. A quantitative approach with a survey method was used. The sample consisted of 117 respondents selected through disproportionate stratified random sampling. Data were collected using a questionnaire as the primary source and analyzed through simple linear regression. The results show that perceived organizational support has a negative and significant effect on turnover intention, with an R square value of 27%. This means that POS explains 27% of the variation in turnover intention. The higher the support perceived by employees, the lower their intention to leave the job. These findings provide insight for hotel management to enhance organizational support as an effort to reduce employee turnover intentions. Abstrak. Tingginya turnover intention di industri perhotelan berdampak pada stabilitas operasional dan kualitas layanan. Salah satu penyebabnya adalah rendahnya perceived organizational support (POS) yang dirasakan karyawan, yang menurunkan loyalitas dan komitmen terhadap organisasi. Penelitian ini bertujuan untuk mengetahui pengaruh perceived organizational support terhadap turnover intention pada karyawan hotel bintang 5 di Kota Bandung. Metode yang digunakan adalah kuantitatif dengan pendekatan survei. Sampel terdiri dari 117 responden yang dipilih melalui teknik disproportionate stratified random sampling. Data dikumpulkan menggunakan kuesioner sebagai sumber primer dan dianalisis dengan regresi linier sederhana. Hasil penelitian menunjukkan bahwa perceived organizational support berpengaruh negatif dan signifikan terhadap turnover intention, dengan nilai R square sebesar 27%. Artinya, POS mampu menjelaskan 27% variasi turnover intention. Semakin tinggi dukungan organisasi yang dirasakan, semakin rendah keinginan karyawan untuk keluar dari pekerjaan. Temuan ini memberikan insight bagi manajemen untuk meningkatkan dukungan terhadap karyawan guna menekan niat keluar dari pekerjaan.

Purpose In recent years, the migration of healthcare professionals from developing countries to developed countries has accelerated. Türkiye is one of the countries negatively affected by the migration of healthcare professionals. This study aims to test the mediating effect of perceived organizational support (POS) on the impact of organizational sacralization (OS) on work engagement (WE) and turnover intention (TI) in a sample of healthcare professionals in Türkiye. Design/methodology/approach The study used a quantitative method. In line with its purpose, a cross-sectional study was conducted among 490 healthcare professionals. Findings According to the findings, OS has a significant effect on WE (ß; 0.684, p < 0.01), TI (ß; −0.760, p < 0.01) and POS (ß; 0.760 p < 0.01). In addition, POS does not statistically affect TI. However, POS mediates the relationship between OS and WE (ßWE = 0.684, ßWE = 0.298; p < 0.001). Lastly, the mediator role of POS in relation to OS and TI has also been tested and the analysis results show that there is no significant effect. Originality/value In recent years, the effect of POS on WE and TI has been investigated. In some of these studies, it is seen that POS does not affect TI. Among the findings of this study, it was concluded that POS does not affect TI in a sample of healthcare professionals in Turkiye. However, it was concluded that OS, a new concept in the literature and about which very few studies have been conducted, decreases TI instead of POS in this study. This study offers an original and significant contribution to the limited body of literature by demonstrating that supporting employees at a level that exceeds organizational boundaries through OS can reduce employees’ TIs.

BackgroundOrganizational justice is the first virtue in social institutions (J Manage 16:399-432, 1990). It is one of the most determinant factors for an effective utilization of human resources and an essential predictor of organizational success (J Manag Dev 28:457-477, 2009). Employees who perceive fairness are more likely happy with their job and less likely leave their organization (Int J Bus Manage 4:145-154, 2009). Perceived injustice, on the other hand, diminishes motivation of workers to accomplish their duties (Int J Bus Manage 4:145-154, 2009; J Educ Sci Univ Tabriz 2:27-34, 2009). Ethiopia has given emphasis to the expansion of health institutions and increasing the number of health professionals. Despite this, little emphasis has been given the human resource aspect of the health sector. Therefore, this study aims to investigate organizational justice perceptions and turnover intentions among healthcare workers in Amhara region.MethodsOne hundred ninety seven healthcare workers participated in the study. Data were collected through self- report questionnaire and semi-structured interview. The quantitative data were analyzed through MANOVA, multiple regression, and independent samples t-test. The qualitative data were analyzed through thematic analysis.ResultsThe results of this study revealed that healthcare workers in the public hospitals held low perceived distributive, procedural, interpersonal and informational justice. Similarly, private hospitals healthcare workers had low perceptions on distributive and procedural justice. On the contrary, healthcare workers in private hospitals reported high perception of fairness on interpersonal and informational justice aspects. Both public and private hospital healthcare workers had high turnover intention. The result revealed significant difference in organizational justice perceptions between private and public hospital healthcare workers (F (4, 182) = 9.17; p < .05; partial η2 =. 168). Organizational justice dimensions (distributive, procedural, interpersonal and informational justice) significantly contributed an additional 9.9% variation in turnover intention (R 2 change = .099, F (4,170) = 4.86, p < .05). Distributive justice was the most important predictor of turnover intention (β = −.23, p < .05).ConclusionOrganizational justice perceptions of healthcare workers significantly predicted turnover intention. Hence, organizational justice should be given due emphasis in designing and implementing policies and strategies of human resource management.

In this study, we report the results of a meta-analysis of the relations between perceptions of organisational politics (POP) and attitudinal, psychological health, and behavioural variables using data from 118 independent samples, totaling 44,560 participants. Among the variables examined, POP was most strongly related to organisational trust and interactional justice, but also exhibited relations with a variety of other criteria, including positive relations with stress, burnout, turnover intentions and counterproductive work behaviour, and negative relations with job satisfaction, citizenship behaviour, and job performance. We also found evidence that some effect sizes were moderated by the publication status, geographical origin of data, and types of measures used to assess POP.Keywords: perceptions of organisational politics, stress, job satisfaction, absenteeism, organisational trustIt has been about 25 years since Ferris, Russ, and Fandt (1989) introduced their seminal model of perceptions of organisational politics (POP) and more than a decade since it was revised and updated by Ferris, Adams, Kolodinsky, Hochwarter, and Ammeter (2002). Since that time, researchers have used these models to guide their investigations of the antecedents, correlates, and consequences of perceptions of politics in work settings. Reviews of this literature have generally shown that politics is influenced by a variety of individual attributes, such as Machiavellianism, positive affectivity, and locus of control, and conditions in the work environment, such as job autonomy, centralization, and formalization (e.g., Ferris et al., 1989; Hochwarter & Thompson, 2010; Valle & Perrewe, 2000). In addition, research has shown that individuals who perceive politics at work experience negative outcomes; for example, lower levels of job satisfaction and commitment and higher levels of job stress (e.g., Atine, Darrat, Fuller, & Parker, 2010; Miller, Rutherford, & Kolodinsky, 2008).Although Ferris et al.'s (2002, 1989) framework has been useful in advancing the understanding of the nomological network of POP, much of the empirical research on the construct has focused on its proposed consequences. Given this, the primary purpose of the present meta-analysis was to contribute to our understanding of, and guide future research on POP by (a) representing, as accurately as possible given the available data, the relations between POP and its theoretically proposed consequences; and (b) investigating whether these relations are moderated by methodological or other variables.Using insights from the job demands-resources (JD-R) theory (Bakker & Demerouti, 2007; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001), we propose organisational politics as a job demand that requires employees to expend sustained physical and/or psychological effort to manage, resulting in various negative attitudinal, psychological health, and/or behavioural consequences. Past reviews by Chang, Rosen, and Levy (2009) and Miller, Rutherford, and Kolodinsky (2008) have helped to integrate segments of the literature on POP but focused on a narrower set of individual outcomes than were examined in this meta-analysis. For instance, Miller et al. (2008) focused specifically on job satisfaction, stress, job performance, turnover intentions, and organisational commitment, while Chang et al. (2009) focused on strain, job satisfaction, turnover intentions, organisational citizenship behaviours-individual (OCB-I), organisational citizenship behaviours (OCB-O), task performance, and affective commitment. Our goal with the present research is to extend and update previous reviews in three ways. First, we analyse a broader range of variables that have been theoretically positioned as consequences of POP. In addition to the variables included in previous studies, we also include variables such as absenteeism, counterproductive work behaviours, self- and supervisor-rated job performance, burnout, job involvement, organisational trust, organisational support, perceived work control, distributive justice, interactional justice, and procedural justice. …

PurposeThe paper aims to analyze the relationships between ethical leadership (EL), job satisfaction (JS), affective commitment (AC) and turnover intention (TI) that might make accountants quit withdrawal and become productive and useful in private organizations operating in Istanbul.Design/methodology/approachData were collected through an online survey using a simple random sampling methodology, obtained from 153 accountants working in companies in Istanbul. The methodology included descriptive statistics, factor analysis, structural equation modeling and mediation analysis.FindingsConcerning direct relationships between EL, JS, AC and TI, EL has significant positive associations with JS and AC, whereas EL has a significant negative association with TI. JS has a significant positive association with AC, whereas JS has a significant negative association with TI. Also, AC has a weak significant negative association with TI. Given indirect relationships among EL, JS, AC and TI, JS and AC mediate the relationship between EL and TI. Finally, a similarity is found when comparing Generation X and Generation Y in terms of overall JS, AC and TI.Research limitations/implicationsThe study is limited solely to companies functioning in Istanbul and incorporates a low number of respondents. Therefore, the results cannot be considered to be accurate for the whole country. The study might guide both private and public organizations in which owners/managers develop strategic plans.Originality/valueThe study fills the gap in research on organizational behavior where little has existed until now that probes the EL–JS–AC–TI links in Turkey. A few studies measure the TIs of accountants. Furthermore, EL and AC are rarely evaluated in the field of accounting in Turkey.

This study examines the relationship between perceived voice and turnover intention. The proposed hypotheses are tested with a sample of 274 employees in Mainland China. The results show that perceived voice is negatively related to turnover intention. And as independent negative predictors of turnover intention, both affective organizational commitment and affective commitment to immediate supervisor mediate the relationship between perceived voice and turnover intention. Another finding is that benevolent leadership, an important leadership, not only moderates the relations between perceived voice and affective organizational commitment, also predicts affective commitment to supervisor. The results also shed light on the controversial relations between affective commitment to supervisor and turnover intention. Theoretical and practical implications are discussed.

PurposeThe purpose of this paper is to provide an indication as to the motivation of people to remain in academic positions where substantial economic inequity is present and more favourable alternative employment is possible. This is important for the retention of qualified academic staff in Papua New Guinea (PNG) and for the supply of well-educated workers in this developing country.Design/methodology/approachThe authors surveyed 94 national (indigenous) academic staff at a prominent PNG university for their perceptions of organisational justice and management support, with an aim determining if these variables were related to workers’ affective commitment (AC) and intentions to turnover. The surveyed staff members are all employed on an inequitable basis in that their salaries and living conditions are inferior to those of equally qualified expatriate academic staff.FindingsThe research found that staff members’ emotional connection (affective commitment (AC)) to their work was predicted by organisational support, whereas lack of organisational support predicted academic staff turnover.Practical implicationsUniversities must provide supportive environments to enable staff to remain focussed and committed in order to maintain high morale and reduce turnover in academic staff.Originality/valuePrevious research on this topic has emphasised the economic inequity faced by national academic staff members in PNG’s high education institutions. The current research applies motivation theory to people experiencing this obvious inequity. It finds that an environment where workers experience management support and a sense of intrinsic reward can effectively influence their intention to remain at their place of work as well as their emotional connection to their institution and their students.

본 연구는 이직율의 원인 특히 기업의 종사자들이 갖고 있는 조직 내의 직무 그리고 조직과 관련된 지각 그리고 그로 인해 형성되는 태도가 그들의 이직의도 그리고 그에 따른 이직과 성과 저하에 미치는 영향을 규명하고자 한다. 이를 위해 이직의도에 영향을 미치는 근로자들의 태도 변수로는 종업원들이 지각하는 그들에 대한 그들이 근무하고 있는 조직으로부터의 후원인식과 그 조직에 대한 그들의 몰입도를 변수로 선택하였다. 본 연구에서는 이론적인 검토와 선행연구들을 기초로 하여 수립된 5개의 연구가설 중 4개의 가설이 기대했던 대로 검증되는 결과를 얻었다. 결국 조직후원인식은 정서적 몰입을 높일 수 있으며 높은 수준의 정서적 몰입은 이직의도를 낮출 수 있다는 것을 보여주는 것이라고 할 수 있다. 경기불황과 함께 이직을 고려하는 현상이 증가하는 시기에 우리나라 기업들이 조직의 유효성을 높이기 위해서는 조직후원인식 행위를 적극 권장하여 몰입의 향상방안을 모색함으로써 근로자들의 조직내 근로의 질을 향상시켜 이직의도를 줄여나가는 방향에서의 인적자원관리가 바람직할 것으로 사료된다. In general, there are three factors which compel employees to leave their position at a company: duties in organization, perception related to organization, and attitude built through the previous factors. The purpose of this study is to investigate the influence of the factors on the turnover intention and the decreasing achievement affected by the turnover. For this study, the perceived organizational support and organization commitment were chosen as worker's attitude variables which affects turnover intention. The results through the actual analysis are as follows: 1. Worker's emotional commitment is on the increase when the organization values their increased efforts as precious and makes efforts to improve welfare system. 2. Worker's turnover intention decreases as the stronger emotional commitment enables them to gain more consciousness to stay longer at the company. 3. The worker who possesses stronger lasting commitment tends to have some inclination to leave his current position if other organization offers compensation enough to make up for the current investment. 4. Worker's turnover intention decreases when they perceive that the organization acknowledges employees' value and supports them. 5. Worker's turnover intention at the small-middle sized companies is higher than at major companies. In this study, four out of five hypotheses, which are based on theoretical examinations and backgrounds, gain verified results. In the end, it is showed that the perceived organization support can increase the emotional commitment which makes it possible to decrease turnover intention. Consequently, it can be said that the appropriate human resources management is to explore the ways to decrease worker's turnover intention by improving labor environment and searching for the way to promote worker's commitment to their organization through the perceived organization supports.

This research examines a model depicting the association between distributive justice, procedural justice, affective commitment and work outcomes in a special context of higher education institutes. While prior research has extensively used organisational justice and its consequences for work outcomes, this study in particular explores the above linkage in universities of KPK Pakistan. In addition, affective commitment has been employed as a mediator in between the relation of work outcomes and justice types (procedural and distributive justice). Turnover intention and Employee performance are undertaken as pertinent work outcomes. Data from a sample of 150 working staff from selected reputed universities of the country’s capital, i.e. Islamabad, were gathered and analysed for regression effects. The findings suggest that justice types (procedural and distributive) positively affect employee performance yet negatively influence turnover intention. Similarly, affective commitment positively mediates the relationship between organisational justice and employee performance but no mediation effect was found in case of turnover intention. Implications of the study are highlighted with a note on future research directions. The article ends with a short conclusion and limitations of the study.