Association between Perceived Organizational Support, Job Satisfaction and Turnover Intention

Abstract

Retaining skilled and motivated employees is a critical challenge facing organizations, particularly in industries grappling with labor shortages, such as the construction sector. This study investigates the intricate relationships between perceived organizational support, job satisfaction, and turnover intention among employees in the construction industry. Data were collected from 213 full-time professionals working across four construction companies via a self-administered questionnaire. The findings, obtained through structural equation modeling, reveal a significant positive relationship between perceived organizational support and job satisfaction. Furthermore, perceived organizational support exhibited a negative association with turnover intention. Notably, a robust negative relationship was observed between job satisfaction and turnover intention. The results underscore the pivotal role of fostering a supportive organizational climate and promoting job satisfaction as key strategies for mitigating employee turnover intentions. By prioritizing perceived organizational support and cultivating job satisfaction, construction companies can effectively retain their valuable human capital and gain a competitive edge in an industry grappling with intensifying labor shortages. This study contributes to the existing literature by providing empirical evidence from the construction sector and offers practical implications for organizations striving to retain their skilled workforce.