Abstract
The main objective of this study was to analyze the mediating effect of perceived employability (internal and external) and the organizational commitment in the relationship between the organizational practices of competencies development (OPCD) and the turnover intentions. The sample consists of 2099 participants, all of them working in organizations based in Portuguese territory. The existence of a significant and negative effect of the OPCD, of perceived internal employability and the organizational commitment in the turnover intentions, has been proven. There was also a significant and positive effect of perceived external employability on turnover intentions. Finally, the serial mediating effect of perceived employability and organizational commitment in the relationship between OPCD and turnover intentions was proven.
Highlights
IntroductionWe live in a time where the work environment is constantly changing, both at the level of organizations and employees
Training, individualized support, and functional rotation are significantly positively associated with perceived internal employability and with the moral commitment and negatively to leave
With regard to the perception of external employability, we found that it increases turnover intentions
Summary
We live in a time where the work environment is constantly changing, both at the level of organizations and employees In this scenario, one of the main problems organizations face is the high turnover of employees, which brings losses to the organization, especially regarding highly qualified employees (Rahman and Nas 2013; Reiche 2008). According to the “resource-based view” theory, the organization can determine its strategic resources and use them correctly, which will become strategically important for its success (Barney 1991) To retain these employees, they must strive to create a culture where their competencies development programs are highly encouraged (Malik et al 2011). They must strive to create a culture where their competencies development programs are highly encouraged (Malik et al 2011) This investment is associated with social exchange relationships that build feelings of obligation on the part of the employee towards the organization (Shore et al 2006). It is considered that the impact of these practices’ perception on the attitudes and employees’
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