THE RELATIONSHIP BETWEEN PERCEIVED ORGANIZATIONAL SUPPORT AND TURNOVER INTENTION: THE MEDIATING ROLE OF JOB MOTIVATION AND AFFECTIVE AND NORMATIVE COMMITMENT.

Aim/Purpose The study aims to examine the mediating role of job motivation and affective and normative commitment on the relationship between perceived organizational support (POS) and job turnover intention. Background POS refers to employees' beliefs and perceptions concerning the extent to which the organization values their contributions, cares about their well-being, and fulfils their socio-emotional needs. To date, research has shown that employee turnover is a complex construct resulting from the interplay of both individual and organizational variables, such as motivation and climate. Methodology Cross-sectional data were collected from 143 employees of an Italian industrial company. Paper-and-pencil questionnaires were used to assess respondents' POS, job motivation, affective and normative organizational commitment, and turnover intentions. Contribution Specifically, in this research, we aim at examining (i) the indirect effect of POS on turnover intention via (ii) job motivation and (iii) normative and affective commitment. Findings Results show that high POS is associated with high levels of job motivation and affective and normative commitment, which in turn are negatively linked to turnover intentions. Recommendations for Practitioners To limit employees' turnover intentions, organizations should be aware of the role of POS as conducive of high job motivation and, consequently, of affective and normative commitment, which, together, can serve to decrease turnover intention. To avoid turnover intention and keep workers and employees within an organization, it is necessary to consider that POS cannot prevent turnover intention on its own. Job motivation and organizational commitment were found to mediate POS influence over turnover intention; therefore, it is also necessary to increase the rate of affective and normative commitment in order to decrease turnover intention Recommendations for Researchers Researchers should not lose sight of the importance of studying and delving into the concept of turnover intention given that, from an organizational point of view, losing personnel means losing competencies, which need to be replaced through assessment, selection, training, and development, processes that are often challenging and expensive. Impact on Society Effective attention to employee needs can promote retention through motivation and engagement, thereby reducing the intention to leave the organization. This can help to lower effective turnover rates and mitigate the negative effects of resignations. Future Research Future research should further investigate the role of motivation and commitment, other than additional variables, for POS and turnover intention. Longitudinal studies and further testing are required to verify the causal processes stemming from our model. Future research could consider linking employees' selfreported measures with objective data concerning turnover rates. [ABSTRACT FROM AUTHOR]