Family-supportive organizational environment and turnover intention

Abstract

Purpose

The purpose of this paper is to test a model in which family-supportive organizational environment is associated with lower levels of turnover intention through higher levels of work-family enrichment and job satisfaction.

Design/methodology/approach

Based on a sample of 300 employees, the bootstrap procedure for estimating indirect correlations in multiple mediator models was used to test the research hypotheses.

Findings

The results suggest that employees experiencing high levels of family-supportive organizational environment are likely to report lower intention to leave their profession by virtue of their higher levels of job satisfaction and work-life enrichment.

Research limitations/implications

The study is limited to public organization and sample size. Further research is needed to make comparison between large/state-owned and small/private organizations.

Practical implications

In the Iran context, work-family enrichment and job satisfaction are effective in reducing the employees' turnover intention. Organizations should show concerns for the employees' work-life enrichment and job satisfaction to reduce their turnover intention.

Social implications

Turnover is one of the problems of organizations in many countries throughout the world including Iran, which has negative consequences through increasing the cost of organizations. The results of this study suggest ways in which staff retention could be improved.

Originality/value

The present study contributes to supportive organizational environment literature by addressing the relationship between family-supportive organizational environment and employee-related outcomes. Given some commonalities between Iran and other developing countries, the findings might be of potential interest in comparative studies dealing with the employees' turnover issue.

Citation

Taheri, F. (2021), "Family-supportive organizational environment and turnover intention", International Journal of Productivity and Performance Management, Vol. 70 No. 8, pp. 2113-2130. https://doi.org/10.1108/IJPPM-10-2019-0467