Person‐organization fit and turnover intention: The mediating role of need‐supply fit and demand‐ability fit

Abstract

The Great Resignation indicates that many organizations are grappling with the human resource challenge of staff retention and turnover, in which fit plays a prominent role. Extrapolating the role of fit, this study investigates the effects of person‐organization fit, need‐supply fit, and demand‐ability fit on turnover intention. The study also investigates whether need‐supply fit and demand‐ability fit mediates the effect of person‐organization fit on turnover intention. The data gathered from 250 full‐time faculty members was analyzed using partial least squares structural equation modeling (PLS‐SEM) through SmartPLS. The results showed that (i) need‐supply fit and person‐organization fit had a negative and direct impact on turnover intentions, (ii) the impact of demand‐ability fit on turnover intention was insignificant, and (iii) the association between person‐organization fit and turnover intention is mediated by need‐supply fit. These findings are useful for management and practitioners in designing strategies that enhance employees’ compatibility with their workplace and help in reducing employees’ turnover intention. Noteworthily, this is one of the first research to look at the direct and indirect effects of person‐organization fit on turnover intention through need‐supply fit and demand‐ability fit.

The Mediating Effect of Affective Commitment on the Relationship between Competence Development and Turnover Intentions: Does This Relationship Depend on the Employee’s Generation?

“…At a time when one of the biggest problems facing organizations is high employee turnover (Reiche 2008;Martins et al 2023), leading to substantial financial losses for organizations, as the loss of a highly competent employee will affect the organization's reputation, profitability, and performance (Kumar et al 2021;Kakar et al 2023), this study has confirmed that if an organization wants to retain its best employees, it must invest in developing their skills in order to boost their emotional commitment and reduce their intentions to leave (Koster et al 2011;Nguyen et al 2020;Rodrigues et al 2019). It was also concluded that, of all the development practices studied, individualized support acts as the greatest reducer of intentions to leave, results that are maintained when analyzing the effect by generation.…”

“…This response can be interpreted through the theory of planned behavior, since behavioral intentions are causal antecedents of behavior (Ajzen 2012). In the view of Kakar et al (2023), when an employee intends to leave the organization where they work, this is the final step towards leaving the organization, whether by resignation or through termination. Despite the existence of authors who question this relationship (Cohen et al 2016), this is one of the reasons why this construct has been widely studied, especially when one of the current objectives of organizations is to retain the best employees (Long et al 2012;Park and Shaw 2013).…”

“…Despite the existence of authors who question this relationship (Cohen et al 2016), this is one of the reasons why this construct has been widely studied, especially when one of the current objectives of organizations is to retain the best employees (Long et al 2012;Park and Shaw 2013). Organizations register substantial financial losses when turnover intentions are high, as the loss of a highly competent employee will affect the organization's reputation, profitability, and performance (Kumar et al 2021;Kakar et al 2023).…”

Turnover intention and its antecedents: The mediating role of work–life balance and the moderating role of job opportunity

“…High turnover intention (TOI) inhibited primary business goals and resulted in substantial organisational losses ( Kumar et al, 2021 ). The loss of a highly competent employee affects organisational reputation, profitability and performance ( Muzaffar and Javed, 2021 ; Kakar et al, 2023 ), commitment and overall vision ( Kumar et al, 2021 ). Additionally, the loss of competent academicians could negatively affect the reputation of a university and the quality of work produced.…”

“…In addition, most of the research has overlooked the impact of factors that are beyond the control of the organisation ( Kakar et al, 2023 ). For instance, job opportunity (JBO) is an external aspect that is potentially crucial in comprehending employees’ attitudes and behaviours ( Kakar et al, 2018 ).…”