Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support

Abstract

Purpose

The purpose of this paper is to examine the relationship between organizational commitment, perceived organizational support (POS) and turnover intentions. The objective is to identify practical as well as theoretical implications of the relationships.

Design/methodology/approach

This research was undertaken via a questionnaire in a large Australian public sector organization.

Findings

The interaction between POS and organizational commitment was a significant predictor of turnover intention. Employees with low levels of commitment, but high levels of support from the organization, are less likely to leave the organization.

Research limitations/implications

This is a cross‐sectional study, using self‐reports for independent and dependent variables.

Practical implications

As POS was found to influence turnover, this provides an avenue of approach for managers struggling to retain valuable employees whose commitment alone may not be enough to prevent them from leaving.

Originality/value

The paper examines the impact of POS, a neglected variable in the study of turnover intention, and in particular in its interactive effect between commitment and turnover.

Citation

Perryer, C., Jordan, C., Firns, I. and Travaglione, A. (2010), "Predicting turnover intentions: The interactive effects of organizational commitment and perceived organizational support", Management Research Review, Vol. 33 No. 9, pp. 911-923. https://doi.org/10.1108/01409171011070323