The Effect of Perceived Organizational Support and Employee Care on Turnover Intention and Work Engagement: A Mediated Moderation Model Using Age in the Post Pandemic Period

Li, Qin; Mohamed, Rosmah; Mahomed, Anuar Shah Bali; Khan, Hanna Ambaras

doi:10.3390/su14159125

Cited by 14 publications

(15 citation statements)

References 89 publications

(144 reference statements)

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“…A cross-sectional survey has been conducted for front-line healthcare staff in China by Li, Mohamed [30] to measure the impact of organisational support on employee turnover intention. This study's results could verify that organisational support negatively affected employee turnover intention.…”

Section: Management Supportmentioning

confidence: 99%

Factors impacting employee turnover intentions among professionals in Sri Lankan startups

Kanchana

Jayathilaka

2023

PLoS ONE

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Employee turnover is one of the topical issues worldwide. The impact of factors affecting employee turnover varies occasionally and new factors are considered. Many countries have examined various factors that affect employee turnover. The main objective of this research is to consider psychographics and socio-demographic factors in one study and analyse the impact on employee turnover. A Probit regression model through the stepwise technique was used to analyse the collected data. Using ventures in Sri Lanka as a case study, this study demonstrates that employee turnover occurs in different stages and independent factors impact differently in each stage. The study population was professionals who have been a key part of Sri Lankan startups, which involved 230 respondents. Data analysis was performed through a forward stepwise technique through STATA. The results verified that job satisfaction and co-worker support negatively impact employee turnover, whereas leader member exchange positively impacts employee turnover. This study also proved a significant positive relationship between male employees in their thirties and high employee turnover. This study’s findings help to identify the areas management should focus on to minimise employee turnover to retain experienced and skilled employees.

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Section: Management Supportmentioning

confidence: 99%

Factors impacting employee turnover intentions among professionals in Sri Lankan startups

Kanchana

Jayathilaka

2023

PLoS ONE

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“…The objective of this research is to investigate the indirect relationship between employees' perceptions of organizational support and turnover intention. Relationship also shown to have direct effects in a study by Li et al(2022). Adopting the well-established and mature job demands-resources model (JD-R), they conducted a cross-sectional study by which they found that perceived organizational support had a negative impact on the turnover intention of frontline healthcare staff.…”

Section: Perceived Organizational Supportmentioning

confidence: 99%

The Relationship between Perceived Organizational Support (POS) and Turnover Intention: The Mediating Role of Job Motivation, Affective and Normative Commitment

et al. 2023

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Aim/Purpose: The study aims to examine the mediating role of job motivation and affective and normative commitment on the relationship between perceived organizational support (POS) and job turnover intention. Background: POS refers to employees’ beliefs and perceptions concerning the extent to which the organization values their contributions, cares about their well-being, and fulfils their socio-emotional needs. To date, research has shown that employee turnover is a complex construct resulting from the interplay of both individual and organizational variables, such as motivation and climate. Methodology: Cross-sectional data were collected from 143 employees of an Italian industrial company. Paper-and-pencil questionnaires were used to assess respondents’ POS, job motivation, affective and normative organizational commitment, and turnover intentions. Contribution: Specifically, in this research, we aim at examining (i) the indirect effect of POS on turnover intention via (ii) job motivation and (iii) normative and affective commitment. Findings: Results show that high POS is associated with high levels of job motivation and affective and normative commitment, which in turn are negatively linked to turnover intentions. Recommendation for Researchers: Researchers should not lose sight of the importance of studying and delving into the concept of turnover intention given that, from an organizational point of view, losing personnel means losing competencies, which need to be replaced through assessment, selection, training, and development, processes that are often challenging and expensive. Future Research: Future research should further investigate the role of motivation and commitment, other than additional variables, for POS and turnover intention. Longitudinal studies and further testing are required to verify the causal processes stemming from our model. Future research could consider linking employees’ self-reported measures with objective data concerning turnover rates.

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“…The treatment will be responded according to what is received. Organizational support which includes the support of co-workers and supervisors considers welfare and values individual contributions to the organization (Li et al, 2022).…”

Section: Introductionmentioning

confidence: 99%

How can Organizational Support Increase Employee Motivation and Performance? Studies on Employees of MSMEs in Indonesia

ARIANI

2024

JHRMAD

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Purpose – This study aims to investigate how the supervisor support (SVS) and co-worker support (CWS) affects employees in micro, small and medium enterprises (MSME) in Yogyakarta, Indonesia. Aims(s) – This study tested and strengthened the results of previous research regarding how SVS and CWS increased the motivation and performance of employees in the MSME sector in Yogyakarta, Indonesia. Design/methodology/approach – This study used 426 employees who were collected using a questionnaire. After the questionnaire was declared valid and reliable using the data collected, it was continued with testing the research hypothesis using structural equation modeling (SEM) with a two-step approach. Findings – The results of this study found that employees do need support from supervisors and co-workers, so that all variables in this study are correlated. In addition, employee motivation was directly influenced by emotional CWS, while employee performance was influenced by instrumental CWS. SVS had no direct effect on motivation and performance but encouraged employees to provide support to their co-workers both emotionally and instrumentally. Limitations of the study – The limitations of this research were using cross-section data to test the mediation model and using self-assessment in filling out the questionnaire which caused common method variance. Future research would be better if longitudinal data and other ratings were used to overcome this problem. Practical implications – Supervisor support has an effect for increasing co-worker support. These two forms of support are very necessary in increasing employee motivation and performance. Originality/value – Unlike the results of previous research, this research found that leader support cannot immediately improve employees’ performance. Supervisor support was mediated by other variables, which in this case was co-worker support which can motivate employees to improve their performance.

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The Effect of Perceived Organizational Support and Employee Care on Turnover Intention and Work Engagement: A Mediated Moderation Model Using Age in the Post Pandemic Period

Cited by 14 publications

References 89 publications

Factors impacting employee turnover intentions among professionals in Sri Lankan startups

Factors impacting employee turnover intentions among professionals in Sri Lankan startups

The Relationship between Perceived Organizational Support (POS) and Turnover Intention: The Mediating Role of Job Motivation, Affective and Normative Commitment

How can Organizational Support Increase Employee Motivation and Performance? Studies on Employees of MSMEs in Indonesia

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