The Link Between Perceived HRM Practices and Employee Intention to Stay

Abstract

Purpose -This study seeks to explain the motivations behind employees' intention to stay in private higher education institutions (PHEI) in Malaysia. This study adds value by developing a conceptual framework that proposes perceived human resource management (HRM) practices as key role in explaining employees' intention to stay. Furthermore, this study argues that organizational citizenship behavior (OCB) is a potential mediator that might explain how employees' intention to stay occurs. In addition, this study proposes that leader-member exchange (LMX) moderates the relationship between OCB and employees' intention to stay. Design/methodology/approach -Relevant literatures are reviewed and assessed critically. Originality/value -This study explored the relationship between perceived HRM practices and employees' intention to stay in Malaysia's PHEIs. By using Social exchange theory, this paper proposes that perceived HRM practices are uniquely positioned to support the organization's performance in terms of employee intention to stay with the intervention of OCB and LMX.