The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Turnover Intention

Gadi, Paul Dung; Kee, Daisy Mui Hung

doi:10.31580/apss.v6i2.1292

Cited by 3 publications

(3 citation statements)

References 3 publications

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“…Employees with personal resources are more likely to manage and affect their organization efficiently (Hobfoll et al, 2003), and proactive personalities are more likely to begin change and influence their surroundings (Bakker & Demerouti, 2008), Personal resources and PP appear to play a related function. Furthermore, according to the work personality's theory, one of the usual job resources is job autonomy (Bakker & Demerouti, 2008;Abdulrab et al, 2017;Kumdi et al, 2017;Gadi & Kee, 2020a). As a result, we conclude that the (JDR) job demands-resources framework of WE aligns to the research hypothesis that proactive individuals will be further engaged at work and have a lower intention to resign if they feel autonomy in executing their jobs.…”

Section: Introductionsupporting

confidence: 62%

Intention to Quit of Proactive Health Workers: The Intervening Role of Employee Engagement and the Moderated Mediating Effect of Job Autonomy

Gadi¹,

Gontur

Bagobiri³

2022

IJBME

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As a necessary condition for the sustainability and success of teaching hospitals, maintaining proactive health personnel with the ability to be high performers is acknowledged. A few studies have logically clarified and empirically simplified the relationship between proactive employees and intention to quit, which signifies an engaged, proactive tendency to establish actual turnover behavior. However, this study target to resolve these research gaps. This paper predicted that the correlation between proactive health workers and intention to quit was likely mediated by employee engagement and job autonomy as a center point mechanism of motivation. Job autonomy (JA) as a significant framework is expected to buffer the link between proactive health employee and employee engagement. The present article developed a moderated mediated model that incorporates these variables. This study was consistent with previous studies carried out on health workers in Nigerian teaching hospitals. The results of this research help to expose the attrition intentions displayed by conscientious health workers.

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Section: Introductionsupporting

confidence: 62%

Intention to Quit of Proactive Health Workers: The Intervening Role of Employee Engagement and the Moderated Mediating Effect of Job Autonomy

Gadi¹,

Gontur

Bagobiri³

2022

IJBME

Self Cite

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“…Almatrooshi et al (2020) suggested that help from management affects the employee’s ability to share knowledge and skill with subordinates, thereby reducing negative organizational circumstances such as TI. Gadi and Kee (2020) indicated that deliberate and substantial leadership reinforcement through the employee PDM process can influence TI in companies.…”

Section: Literature Review and Hypothesis Developmentmentioning

confidence: 99%

The Impact of Knowledge Sharing and Participative Decision-Making on Employee Turnover Intention: The Mediating Role of Perceived Organizational Support

2022

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In order for an organization to thrive and operate well, it is dependent on its ability to share knowledge. It is consequently well accepted that knowledge sharing in companies is a key success factor for enhancing company performance and sustainability. Therefore, knowledge sharing and employee participation in decision-making are positively associated with perceived organizational support, and turnover intention. Notwithstanding, the inherent advantages of knowledge sharing and participative decision making, promoting organizational support is a concern for many organizations. As such, the purpose of this study is to examines the interaction between knowledge sharing, participative decision-making, and turnover intention, mediated by perceived organizational support using a structural equation model. The result of the analysis of data collected from 323 staffs of telecommunication company in Iraq indicated that perceived organization support mediates the relationship between knowledge sharing, participative decision making, and turnover intention. Furthermore, knowledge sharing and participative decision making affect turnover intention. This study was able to infer that emolyees who are considered, recognized and treated positively benefit the organization, and this eliminates any intent to leave.

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“…However, if a person is unhappy at work, it may have an impact on their conduct (Ghazzawi, 2008). According to Hershcovis et al (2007) and Gadi and Kee (2020a), if a person is not happy in his position, he will put in less performance and behave differently from the organization's standards.…”

Section: Introductionmentioning

confidence: 99%

Employees’ deviant workplace behavior, employee external prestige, and job satisfaction: Evidence from Nigeria

Gadi,

Mailumu,

Wash

2024

Hum. Resour. Manag. Serv.

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<p>The goal of this study is to examine how external prestige (PEP) affects workplace deviations, which are mediated by job satisfaction. The study’s sample consisted of 310 respondents who work in the hospitality industry in Nigeria, and data was collected using the purposive sampling method. Structural Equation Model (SEM) tests were performed. According to the study’s findings, job satisfaction is positively influenced by PEP, but it has a negative impact on deviant conduct in the workplace. It is clear that job satisfaction plays a detrimental role in mediating the harmful impacts of perceived external status on deviant behavior at work.<strong></strong></p>

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The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Turnover Intention

Cited by 3 publications

References 3 publications

Intention to Quit of Proactive Health Workers: The Intervening Role of Employee Engagement and the Moderated Mediating Effect of Job Autonomy

Intention to Quit of Proactive Health Workers: The Intervening Role of Employee Engagement and the Moderated Mediating Effect of Job Autonomy

The Impact of Knowledge Sharing and Participative Decision-Making on Employee Turnover Intention: The Mediating Role of Perceived Organizational Support

Employees’ deviant workplace behavior, employee external prestige, and job satisfaction: Evidence from Nigeria

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