Abstract
Now days, it has become challenging for employers to remain competitive because of the fierce competition. One of the keys to remain competitive is to have best human resource. Therefore, every organization aims to hire best men from markets and their rival firms. Hiring men from the rival firms has created the problem of employee turnover. Employee turnover has become critical issue for HR practitioners and managers as it not only affect other employees' level of satisfaction, but also affect organizational performance. Researchers in the past have focused a number of aspects to reduce employees' turnover among which perceived organizational support is less focused aspect. Therefore, the present study aims to examine the impact of perceived organizational support on employee turnover intention through the mediation of job satisfaction and affective commitment. SEM has confirmed that job satisfaction and affective commitment perform the role of mediation between perceived organizational support and turnover intention.
Highlights
Over the last few years, researchers have significantly contributed regarding exchange relations between employer and employees (Ahmed et al, 2014; Islam et al, 2014a)
All the variables were found to be significantly correlated with each other, but a high correlation was found between job satisfaction and affective commitment (r = 0.609)
The present study was aimed to examine the relationship between perceived organizational support, turnover intention, job satisfaction and affective commitment among the Pakistani banking employees
Summary
Over the last few years, researchers have significantly contributed regarding exchange relations between employer and employees (Ahmed et al, 2014; Islam et al, 2014a). These studies suggest that employee’s perception of favorable treatment consequent favorable outcomes for the organization. According to Eisenberger et al (1986), perceived organizational support is defined as “employees’ formation of global beliefs pertaining to how much the organization cares about their well-being and values their contributions” The roots of this concept are drawn from the Blau (1964) theory of social exchange. In a similar way, when employees feel support from the organization, they reciprocate it in terms of positive job related outcomes i.e., job satisfaction, organizational commitment and reduced turnover intention
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