Abstract
The study examined perceived organizational politics, support and work-place incivility of supervisor as predictors of employees’ intention to quit. The results of the regression analyses revealed that perceived organizational politics significantly predicted turnover intention (β = .41, p < .001). Per-ceived politics accounted for 46.8% of the variance in turnover intention, above and beyond the control variables. Perceived organizational support was also found to be negatively related to turnover intention (β = - .69, p < .001), and accounted for additional 31% of the variance in turnover inten-tion. The results of the analyses equally indicated that workplace incivility significantly predicted turnover intention among employees (β = .25, p < .001). And explained additional 3% of the variance in turnover intention above and beyond the control variables, perceived organizational politics, and perceived organizational support. These results were discussed based on existing theories and on the Nigerian socio-economic realities.
Highlights
The results of the analyses indicated that workplace incivility significantly predicted turnover intention among employees (β = .25, p < .001)
While perceived organistional politics and workplace incivility of supervisor were positively related to turnover intention: Politics (r = .38, P < .001), incivility (r = .18, P < .01), perceived organisational support was negatively related to turnover intention (r = −.40, P < .001)
Three hypotheses were tested: perceived organisational politics will not significantly predict turnover intention, perceived organisational support will be negatively related to turnover intention and workplace incivility of supervisor will not predict intent to quit
Summary
One of the critical challenges for organisations in today’s dynamic and turbulent environment is to retain capable workforce for the maintenance and improve-. Staff turnover is a serious issue in the field of human resource management. Its impact has received considerable attention by senior management, human resources professionals, and industrial psychologists. It has proven to be one of the most costly and seemingly intractable human resource challenges confronting organisations. Reducing employee turnover through retention practices is an area of great interest to organisational psychologists, organisations and employers who depend on a highly skilled workforce
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a callDisclaimer: All third-party content on this website/platform is and will remain the property of their respective owners and is provided on "as is" basis without any warranties, express or implied. Use of third-party content does not indicate any affiliation, sponsorship with or endorsement by them. Any references to third-party content is to identify the corresponding services and shall be considered fair use under The CopyrightLaw.
