The Mediating Role of Person-Job Fit between Person-Organisation Fit and Intention to Leave the Job: Empirical Evidence from Pakistan

Roselina Ahmad Saufi,Nur Naha Abu Mansor,Harcharanjit Singh,Abdul Samad Kakar

doi:10.3390/su12198189

Roselina Ahmad Saufi, Nur Naha Abu Mansor + Show 2 more

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https://doi.org/10.3390/su12198189

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Abstract

The turnover of faculty members is a pressing problem that has adversely affected the performance and productivity of higher education institutions. The purpose of this study is to examine the direct effect of person-organisation fit (POF) and person-job fit (PJF) on faculty members’ turnover intentions. Furthermore, the study explores the mediating role of PJF between POF and turnover intention. Data collected from faculty members of public sector colleges (n = 250) were analysed using partial least squares structural equation modelling. The results, contrary to our expectations, revealed that POF is not a significant predictor of faculty turnover intention. However, the results provided support for the negative relationship between PJF and turnover intention. Additionally, as predicted, the results confirmed that PJF mediates the relationship between POF and turnover intention. The findings also revealed that the reliability and validity of the adopted/adapted scales change in the context of different countries and organisational settings. The theoretical and practical implications, research limitations and directions for future research are provided.

Highlights

Over the years, the turnover of faculty members has been the focus of discussion among practitioners and researchers
This study investigated the direct and indirect effects of person-organisation fit (POF) on academics’ turnover intentions
The study hypothesised the positive influence of POF on person-job fit (PJF), and, in return, PJF’s negative influence on faculty members’ intention to leave their jobs in HEIs of Pakistan

Summary

Introduction

The turnover of faculty members has been the focus of discussion among practitioners and researchers. This is because the turnover of faculty members is disruptive and costly to the organisation, involving both monetary and non-monetary costs. In addition to monetary cost, high faculty turnover adversely affects organisation productivity [2], disrupts the quality of education, and impedes students’ learning and research activities [3,4]. The turnover of faculty members reduces the motivation and morale of existing academics [4,5]. Owing to the negative implications of academic faculty turnover, it is viable to investigate the factors that cause faculty members’ to consider leaving the job

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