The Relationship Between Perceived Human Resource Management Practices and Turnover-Intention: The Mediating Role of Organizational Attractiveness

Ahmad M Obeidat

doi:10.5539/mas.v13n2p216

Abstract

This study examines whether employees&rsquo; attraction to the organisation mediates the relationship between their perceptions of human resource management (HRM) practices (as a bundle) and their turnover intentions. Hypotheses were developed based on the propositions of social exchange theory, findings of previous research and theory of reasoned action. Survey data were collected from 297 individuals who work in organisations operating in the Hashemite Kingdom of Jordan. Subsequently, the proposed relations were tested. It was found that: 1) perceived HRM practices is negatively and significantly related to turnover-intention; 2) perceived HRM practices is positively and significantly related to organisational attractiveness; and 3) organisational attractiveness is negatively and significantly related to turnover intention and partially mediates the negative relationship between perceived HRM practices and turnover intention. The implications of these findings for line managers and HR practitioners are also discussed in addition to future research directions.

Highlights

One of the conclusions that can be drawn from reviewing the extensive literature on the influence of HRM practices on turnover-intentions is that HRM researchers/practitioners have given considerable attention to understanding how they can retain qualified employees
HRM researchers typically note the following to explain the importance of retaining good employees: the scarcity of highly qualified employees (Story, Castanheira and Hartig, 2016); losing qualified employees can damage competitive advantage due to reductions in quality and productivity (Juhdi, Pa’wan, and Hansaram, 2013); lower employee morale (Ribeiro and Semedo, 2014); and the high costs associated with turnover (e.g. Hemdi and Nasurdin, 2006)
Using a sample of workers from organizations in Jordan and anchored in the propositions of social exchange theory, theory of reasoned action and findings of previous research, this study aims to address the limitations in these literatures by: 1) proposing and testing the effects of a new mediator in the relationship between HRM practices and turnover-intention

Summary

Introduction

One of the conclusions that can be drawn from reviewing the extensive literature on the influence of HRM practices on turnover-intentions is that HRM researchers/practitioners have given considerable attention to understanding how they can retain qualified employees. The extant body of research linking HRM practices and turnover-intention (e.g. Ertürk, 2014; Gould-Williams and Mohamed, 2010; Lam, Chen and Takeuchi, 2009) provided empirical evidence confirming that HRM practices plays an important role in maintaining qualified employees by reducing their turnover-intentions. Many mediators such as: job satisfaction (e.g. Garcia-Chas, Neira-Fontela and Castro-Casal, 2014; Karavardar, 2013; Dhiman and Mohanty, 2010), organisational commitment

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