scholarly journals Relationship between employability and turnover intention: The moderating effects of organizational support and career orientation

2019 ◽  
Vol 26 (2) ◽  
pp. 241-262 ◽  
Author(s):  
Yevhen Baranchenko ◽  
Yizhong Xie ◽  
Zhibin Lin ◽  
Marco Chi Keung Lau ◽  
Jie Ma
Keyword(s):  
Organizational Support ◽  
Turnover Intention ◽  
Questionnaire Survey ◽  
Perceived Organizational Support ◽  
Moderating Effect ◽  
Career Orientation ◽  
Strong Impact ◽  
Moderating Effects ◽  
The Impact ◽  
The Relationship

AbstractThis study examines the impact of employability on turnover intention by differentiating internal and external employability, and considering the possible moderating roles of perceived organizational support (POS) and career orientation. Using a sample of 411 responses to a two-wave questionnaire survey generated from six cities in China, we find that external employability positively influenced turnover intention, but internal employability negatively influenced turnover intention. The results also indicate that POS had a positive moderating effect only on the relationship between external employability and turnover intention. Furthermore, for employees with disengaged career orientation, external employability exerts a strong impact on turnover intention. This study adds to the limited research empirically linking employability and turnover intention, whereas the findings can be used by HRM practitioners to factor in organizational support and career orientation initiatives that improve the retention of employees with high external employability.

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.

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.

scholarly journals Effective Human Resources Practice and Employee Engagement: The Mediating Roles of Organizational Support

2020 ◽  
Vol 5 (1) ◽  
pp. 74-83
Author(s):  
Romat Saragih ◽  
Arif Partono Prasetio
Keyword(s):  
Human Resources ◽  
Employee Engagement ◽  
Human Resource ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Jel Classification ◽  
Human Resource Practice ◽  
Telecommunication Company ◽  
The Impact ◽  
The Relationship

Objective - Telecommunication companies need their people to engage in their activities to achieve organizational goals. So, employee engagement became a crucial aspect of a company that struggles to win the competition. Some literature shows that human resource practice affects employee engagement. The present study examines the impact of perceived organizational support as a mediator on the relationship. Methodology/Technique - Data were collected from a branch office of the biggest telecommunication company in Bandung during May 2019. The questionnaires were distributed through the human resources department for four weeks. We analyze 112 valid responses by using SPSS and Macro Process. Findings - By conducting regression with bootstrapping we found that perceived organizational support mediates the relationship between effective human resources practice and employee engagement. The result suggests that a telecommunication company should practice good human resources practice including proper recruitment, training & development, reward, career advancement, and employee relation so that the employees can perceive its support and increase their engagement. Novelty – This finding provides the implication that good management of human resources practice and perceived organizational support can increase employee engagement. Type of Paper - Empirical Keywords: Employee Engagement, Human Resource Practice, Perceived Organizational Support. JEL Classification: M12, M19

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