The Moderating Role of Organizational Identification on the Relationship between Perceived Organizational Career Management and Intention to Leave

Abstract

The available literature suggests that perceived organizational career management is seen as an antecedent of intention to leave and organizational identification is considered to be superior in predicting employees' turnover intentions. Thus, this study aims at investigating the effect of perceived organizational career management on intention to leave and to determine the moderating role of organizational identification in this relation. The data was collected from 256 employees from the banking sector in the city of Istanbul, Turkey. Hierarchical regression analysis was employed to the gathered data to test the hypotheses developed for the study. The results indicated that perceived organizational career management correlated negatively with intention to leave. It was also found out that organizational identification served as a moderator for the relationship between POCM and intention to leave. Thus, the results point out that the effect of employees' perceived organizational career management on their intention to leave varies when they identify themselves with their organizations.

The role of decent work in the Zimbabwean retail sector: Testing a job engagement and turnover intention model

“…People work to meet certain needs and if those needs are not met, they are likely to search for other job opportunities, especially when their work negatively impacts their psychological well-being, leading to turnover intentions (Blustein et al, 2019;Taskiran, 2017). Most organisations, especially in Zimbabwe, have acute decent work deficits but they might not be experiencing actual turnover because of the high rate of unemployment.…”

“…Strange as it seems, the findings reflect those employees who considered their job to be decent were actively searching for other jobs. A decent work environment does not necessarily curb turnover intentions, nor does it stop employees from harbouring turnover intentions (Namubiru, 2019;Taskiran, 2017). The work might be decent but that cannot tie employees to it.…”

“…Very few respondents (5.3%) were aged 50 years and above. The age demographics revealed that the retail industry is mainly dominated by younger workers probably because of their higher levels of labour intensity (Taskiran, 2017). As a result of the long hours and unfavourable conditions (Griffeth et al, 2010), young workers can better bear such conditions when compared with their older counterparts.…”

Leveraging human resource management practices during mergers and acquisitions: a bibliometric analysis and future research agenda

“…Organisational identity means what employees considered their organisation's core values, its distinctiveness and perpetual characteristics (Albert and Whetten, 1985) while organisational identification refers to the sense of oneness with or belongingness to the organisation (Ashforth and Mael, 1989). Many of the authors and researchers have propagated that post-merger identification has a causal effect on the employee's behaviours and attitudes towards the merged organisation, like willingness to cooperate, intention to change, organisational citizenship behaviour, affective commitment, job satisfaction and turnover intention (Jimmieson and White, 2011;Taskiran, 2017;Muhlemann et al, 2021). Employees' identification with their former organisation can be a catalyst for the development of identification with the newly merged organisation (Amiot et al, 2006(Amiot et al, , 2012Giessner, 2011;Lipponen et al, 2016).…”