Abstract
<span style="font-family: Times New Roman; font-size: small;"> </span><p style="margin: 0in 0.5in 0pt; text-align: justify; mso-pagination: none;" class="MsoNormal"><span style="color: black; font-size: 10pt; mso-themecolor: text1;"><span style="font-family: Times New Roman;">A model investigating both antecedents of perceived social support and organizational support in predicting turnover intention process of Thai workers was developed and tested via structural equation modeling. Based on previous research, the arguments between the effects of perceived workplace and non-workplace social support on turnover intention were raised in an individualistic cultural context. Turnover research still does not clearly explain how organizational support influences attitudinal outcomes (job satisfaction) and work related outcomes (organizational commitment and turnover intention). Consequently, this study attempts to test the effect of workplace and non-workplace social support on turnover intention in a collectivistic culture in which people have a strong relationship with family and friends and investigates the influence of perceived organizational support on turnover intention in a Thai context. Six hundred and sixty six workers completed attitude surveys. The results indicated that perceived social support from supervisors, coworkers, and family and friends, and perceived organizational support policy, such as fairness rewards, participation in decision-making and growth opportunities, were positively related to job satisfaction. In addition, job satisfaction mediated the relationship among perceived social and organizational support, organizational commitment, and leaving intention of processing-canned-and-frozen-seafood workers in Thailand.</span></span></p><span style="font-family: Times New Roman; font-size: small;"> </span>
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