Person-Organization Fit and Turnover Intentions: Organizational Trust as a Moderator

Ramos, Juliana Rodrigues; Ferreira, Maria Cristina; Martins, Leonardo Fernandes

doi:10.1590/1413-82712021260409

Cited by 3 publications

(6 citation statements)

References 22 publications

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“…, 2017); in other words, the relationship exists in the weak or insignificant category (Memon et al. , 2018a, b), so it is necessary to have a moderating variable in the relationship between them (Ramos et al. , 2021).…”

Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…, 2019) and is a serious problem because it will cause high stress for employees and reduce loyalty and commitment to their work (Aburumman et al. , 2020; Ramos et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Several studies suggest investigating the presence of moderating variables in the relationship between them (Memon et al. , 2018a, b; Ramos et al. , 2021; Wen et al.…”

Section: Introductionmentioning

confidence: 99%

“…Employee turnover intention is an issue that often occurs in organizations (Li et al, 2019) and is a serious problem because it will cause high stress for employees and reduce loyalty and commitment to their work (Aburumman et al, 2020;Ramos et al, 2021). In addition, employees with turnover intentions tend not to focus on work, their heart and soul are not in the company, and they are only waiting for time to move jobs to other companies, which results in low productivity (Suyono et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

“…It is crucial to address this gap so that appropriate interventions can be carried out to reduce academician turnover intentions (Devadhasan et al, 2021;Kakar et al, 2021a, b). Several studies suggest investigating the presence of moderating variables in the relationship between them (Memon et al, 2018a, b;Ramos et al, 2021;Wen et al, 2016).…”

Section: Introductionmentioning

confidence: 99%

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We need to talk about kinship: how kinship weakens turnover intentions among academicians at private higher education institutions in Indonesia

Pariyanti

Adawiyah

Wulandari

2022

JARHE

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PurposeThere are two objectives in this study. First, testing the relationship between person-organization fit (P-O fit) and person-job fit (P-J fit) on turnover intentions. Second, examining the moderating role of kinship on the relationship between P-O fit and P-J fit on turnover intentions.Design/methodology/approachThis research was conducted at private universities in Lampung with a total of 282 respondents. The analytical method used to test the research hypothesis was moderated regression analysis (MRA)FindingsThere are five proposed hypotheses, and all of them are supported. The findings of this study reveal that P-O fit and P-J fit are predictors that are negatively related to turnover intentions. Furthermore, kinship moderates the relationship between P-O fit and P-J fit on turnover intentions.Research limitations/implicationsThis study adds to the literature on turnover intentions in universities and underscores some important advances and contributions in developing a human resource management theory related to social capital. Based on the findings of this study, organizations are expected to pay more attention to P-O fit, P-J fit and kinship to reduce the level of turnover intentions. Employers are expected to choose people who match the organization's values and work and create interpersonal relationships between them to reduce turnover intentions, which mean the findings extend the theory of attraction-selection-attrition (ASA), social exchange and social capital. These findings provide theoretical and pragmatic insights for human resource management practitioners and relevant stakeholders.Practical implicationsPractically, the concepts of P-O fit and P-J fit are important to be considered by the leadership because creating a suitable environment for employees will trigger positive behaviors. Leaders must find the right people for the environment and the right environment for the employees. Furthermore, this study has implications for a relational approach to overcoming turnover intentions in the workplace. The relational approach is in the form of kinship. Organizations that encourage opportunities for social interaction among members can reduce employee turnover and tend to create positive social capital.Social implicationsIn social practice, kinship connects people in an organization. The existence of kinship in an organization helps academicians get relational and emotional support from coworkers and superiors so that they will feel a family relationship that may not be found in other organizations, which eventually reduces turnover intentions.Originality/valueThe originality of this study lies in investigating the moderating role of kinship on the relationship between P-O fit and turnover intentions. Kinship in this study is different from research in general. “Kinship” here is based on a kinship perspective because of the peculiarities of Asian culture, especially in Indonesia, namely kinship without blood relations and marriage.

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Section: Theoretical Background and Hypothesis Developmentmentioning

confidence: 99%

“…, 2019) and is a serious problem because it will cause high stress for employees and reduce loyalty and commitment to their work (Aburumman et al. , 2020; Ramos et al. , 2021).…”

Section: Introductionmentioning

confidence: 99%

“…Several studies suggest investigating the presence of moderating variables in the relationship between them (Memon et al. , 2018a, b; Ramos et al. , 2021; Wen et al.…”

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

We need to talk about kinship: how kinship weakens turnover intentions among academicians at private higher education institutions in Indonesia

Pariyanti

Adawiyah

Wulandari

2022

JARHE

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Conceptual Framework of Equity Sensitivity, Training and Promotion on Specialist Doctors Retention in Malaysia: Moderated by Organizational Trust

Naidu,

Abdul Majid,

Chuah

2023

sbsee

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Purpose: This paper presents a conceptual framework to ameliorate the retention of specialist doctors in the Ministry of Health (MoH) Malaysia, facilities underpinned by social exchange theory (SET) and equity sensitivity theory. Design/Methodology/Approach: The study establishes the issues of specialist attrition from MoH facilities thru analysis of current reports and developments. Followed by an investigation of past literature to develop relationships and hypothesize based on SET tenets of reciprocity. Findings: The framework establishes relationship and guidance for the development of specialist doctors’ retention in MoH facilities in Malaysia. From the findings of the study, the framework suggests that equity sensitivity, availability of training and opportunities for promotion have a significant impact on employee retention of specialist doctors in Malaysia. Organizational trust acts as a capable moderator of the relationship between availability of training, opportunities for promotion and employee retention in the framework. Implications/Originality/Value: The paper presents a plausible model if validated can provide an invaluable insight in understanding the needs and expectations of specialist doctors’ retention in public hospitals. The framework also addresses the theoretical concerns put forth by previous studies concerning the ambiguities of the broad concepts of SET. Finally, the paper presents the context specific nature of employee retention among a scarcely studied occupation group, i.e., specialist doctors in the Malaysian public sector cultural setting.

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An Analysis of Multigenerational Issues of Generation X and Y Employees in Small- and Medium-Sized Enterprises in Thailand: The Moderation Effect of Age Groups on Person–Environment Fit and Turnover Intention

Rattanapon

Jorissen

Jones

et al. 2023

Behavioral Sciences

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Multigenerational employees can evidently impact human resource management practices in terms of effective employee retention. Arguably, a high turnover intention of young employees can hinder a company’s human resource development, while a high volume of retirement of senior employees can create a skill deficit and even a labor management dilemma. This study explored how a supportive work environment can retain employees of different age groups in Thailand’s small- and medium-sized enterprises (SMEs), particularly Generation X and Y. It modeled a supportive work environment that impacts the behaviors of Generation X and Y employees, taking into consideration the relationship among factors such as person–job fit, person–group fit, person–supervisor fit, person–organization fit, person–environment fit, and turnover intention. This paper statistically analyzed a set of data drawn from an attentive survey of a total of 400 employees of SMEs in 4 populous provinces in Thailand using structural equation modeling (SEM) and multigroup analysis (MGA) with the moderation effect of generations. This paper then found that person–job fit, person–group fit, person–supervisor fit, person–organization fit, person–environment fit, and turnover intention can influence an employee’s intention to remain in his/her job. Additionally, the relationship manipulation among the aforementioned variables might influence Generation X and Y employees differently. Under the circumstances, supervisory support with less group involvement may encourage the retention of Generation Y employees, whereas a sufficient focus on job suitability could improve the retention of Generation X employees.

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Person-Organization Fit and Turnover Intentions: Organizational Trust as a Moderator

Cited by 3 publications

References 22 publications

We need to talk about kinship: how kinship weakens turnover intentions among academicians at private higher education institutions in Indonesia

We need to talk about kinship: how kinship weakens turnover intentions among academicians at private higher education institutions in Indonesia

Conceptual Framework of Equity Sensitivity, Training and Promotion on Specialist Doctors Retention in Malaysia: Moderated by Organizational Trust

An Analysis of Multigenerational Issues of Generation X and Y Employees in Small- and Medium-Sized Enterprises in Thailand: The Moderation Effect of Age Groups on Person–Environment Fit and Turnover Intention

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