Impact of person-environment fit on construction project managers' turnover intention: a moderated mediation model

Abstract

PurposeHigh turnover of project managers is a common phenomenon in the construction industry, which has a negative impact on the productivity and performance of construction firms. The study investigates the mechanisms of person-environment fit on turnover intention of construction project managers and the mediating role of job embeddedness. The authors also tested the moderating role of perceived organizational support in the influence of job embeddedness on turnover intention.Design/methodology/approachThe data were collected from managers of 62 construction and infrastructure projects in Wuhan. Based on person-environment fit theory, job embeddedness theory and social exchange theory (SET), the authors employ structural equation modeling (SEM) to examine the hypotheses.FindingsResults show that if project managers are not well-fitted with the environment of organizations, it reduces their embeddedness in jobs, which in consequence makes them more inclined to leave. Job embeddedness mediates the relationship between person-environment fit and turnover intention. In addition, the authors validated the moderating effect of perceived organizational support, showing that the higher the employee's job embeddedness, the lower the employee's turnover intention.Originality/valueConstruction companies can retain project managers and stabilize management teams through effective management strategies, thus effectively reducing the separation costs of construction companies.