Study on the Effect of Employees’ Perceived Organizational Support, Psychological Ownership, and Turnover Intention: A Case of China’s Employee

Abstract

In the context of severe turnover, taking measures to enhance core employee management, prevent the turnover of talents, and improve employees’ sense of belonging and responsibility to the firm can become a non-negligible problem in human resource management. Considering Chinese enterprises as the research background, this study starts with the related theories of organizational support, psychological ownership, and turnover intention to explore the impact of organizational support on psychological ownership and its dimensions (self-efficacy, taking responsibility, a sense of belonging, and self-identification), the effect of each dimension of psychological ownership on turnover intention, and the relationship between organizational support and turnover intention, as well as verifies the mediating role of psychological ownership. The main findings show that (1) perceived organizational support positively affects psychological ownership; (2) psychological ownership negatively affects turnover intention; (3) perceived organizational support negatively influences turnover intention; and (4) psychological ownership mediates the relationship between perceived organizational support and turnover intention. The study results contribute to the relevant literature and guide human resource practice.

Association between Burnout, Job Dissatisfaction and Intention to Leave among Medical Researchers in a Research Organisation in Malaysia during the COVID-19 Pandemic

“…Employee turnover rates could significantly impact the organization [ 1 ]. In the healthcare sector, for example, the quality of local healthcare services is influenced by the turnover of the employees [ 2 ].…”

The relationship between organizational commitment and turnover intention among temporary employees in the local government: Mediating role of perceived insider status and moderating role of gender

“…Having a sense of organizational commitment will promote employees to work hard in the organization and reduce turnover intention (Chung et al, 2017), the lack of commitment will reduce employees' efforts to work and lead to the emergence of the propensity to leave (Boros and Curşeu, 2013;Joo et al, 2015;Shaikh et al, 2022). Research on Chinese enterprises and state-own enterprises supports the correlation between organizational commitment and employees' willingness to leave (Jing and Yan, 2022;Liu X. et al, 2022). In light of the evidence reviewed in this section, we propose the following hypothesis:…”

“…Turnover intention is a complicated manifestation, which is a comprehensive performance of job dissatisfaction, leaving thoughts, looking for other jobs, and the possibility of finding other jobs (Boros and Curşeu, 2013;Flickinger et al, 2016;Jing and Yan, 2022). In addition to the factor of perceived insider status, the influence of individual factors on turnover intention should also be considered.…”

“…Some studies focus on the differences in work behavior between temporary employees and permanent employees, like engaging in deviant behaviors, employee performance, and turnover intentions (Nuhn et al, 2018;Liu X. et al, 2022). In addition, there is a lot of research using the framework of social exchange theory, self-determination theory, psychological compensation, and social identity theory to investigate the impact of organizational identity, and job insecurity on work attitudes, work engagement, and so on (Slattery et al, 2010;Jiang and Wang, 2018;Zhang et al, 2018;Duan et al, 2021;Guo et al, 2022;Jing and Yan, 2022;Liu X. et al, 2022). However, the use of temporary employment has increased in local government, but few studies to date have analyzed the turnover intentions of temporary employees in the local government (Liu X. et al, 2022).…”

Enhancing organizational communication via intelligent voice assistant for knowledge workers: The role of perceived supervisor support, psychological capital, and employee wellbeing

“…However, effective organizational communication is not easy. Gaps in educational background, life and work experiences, values and goals, cares and preferences, habits and modes, cognitive schemas, emotional needs as well as defensive mechanisms often hurdle effective communication between employees and supervisors (Berkovich and Eyal, 2018;Steiner et al, 2020;Tucker et al, 2020;Jia and Cheng, 2021), resulting in low perceived supervisor and organizational support, exhausted psychological capital and high turnover intention (Jing and Yan, 2022;Zhang et al, 2022)-to some extent they have put their wellbeing at risk. For example, supervisors may often neglect the needs to give timely feedback on knowledge workers and show appreciation for their progress or knowledge workers may not be apt at finding the most appropriate way to communicate with supervisors when problem arises.…”