Abstract
This study investigated the role of individual differences (dark personality) and situational factors (perceived organisational support) in explaining intention to quit. Four hundred and fifty-one (50 of which females) ambulance personnel completed three questionnaires (Hogan Development Survey; Perceived Organisational Support Survey; and a single item Intention to Quit measure) as a part of a selection and development assessment. Employees high on Excitable, Sceptical, and Mischievous, but low on Colourful were found to have greater intentions to quit. Additionally, employees high on Excitable, Sceptical, Reserved, and Leisurely, but low on Dutiful and Diligent had lower perceptions of organisational support. Structural Equation Modelling revealed that perceived organisational support plays both a mediating and moderating role on dark personality and intention to quit. Theoretical implications of personality’s role in perceived organisational support and intention to quit are discussed.
Highlights
Employee turnover is a serious and pressing concern that most, if not all, organizations seem to face at one point or another
A significant negative correlation was noted between perceived organisational support (POS) and intention to quit (ITQ)
Using the bias-corrected percentile method, POS was found to significantly partially mediate Excitable (β = .04; p = .004) on intention to quit, whilst fully mediating Cautious (β = .03; p = .016), Sceptical (β = .04; p = .002), Leisurely (β = .03; p = .034), Diligent (β = -.04; p = .005) and Dutiful (β = -.04; p = .002). These results suggest that POS plays a role in mediating the impact of Excitable, Cautious, Sceptical, Diligent and Dutiful dark personality traits on Intent to Quit
Summary
Employee turnover is a serious and pressing concern that most, if not all, organizations seem to face at one point or another. Voluntary turnover can mean capable and competent employees quit the organization to work someplace else [1]. This has serious implications for organizational success and has been found to be associated with decreased productivity [2], profitability [3], future revenue growth [4] and decreased customer satisfaction [5]. Researchers and human resource professionals have estimated that the turnover of just one person can cost an organization between 93–200% of that person’s salary—given that employee’s amount of responsibility and skill [6; 7]. Intentions are key to determinant of actual behaviour as they can predict a person’s perception and resulting judgment made as a result of those
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