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The purpose of this paper is to provide an examination of the relative impact of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.

In total, 346 employees of a US manufacturing facility were surveyed.

Ordinary least squared regression model revealed that perceived organizational support was a stronger predictor of organizational commitment and job search behavior than was mentoring and supervisor support.

The main implication of this study for leadership theorists is that while mentors and supervisors can be effective in endearing the employee to the organization, the perception of organizational support might be more important. The main limitation of this study is that the findings are derived from a single manufacturing organization.

The results from this study suggest that organizational leaders must adequately address organizational‐supported programs including fair operating procedures, rewards, and job conditions. These programs underlie perceived organizational support.

This paper contributes to the literature by providing a concurrent and comparative examination of the effects of mentoring, supervisor support, and perceived organizational support on organizational commitment and job search behavior.

The purpose of this paper is to examine the moderating role of mentoring on the relationships between perceived organizational support, supervisor support, and job fit on turnover intentions.

The paper explains the topics, provides background and discussion of the main concepts. The study uses regression analyses to test the moderating relationships using a total sample of 610 employees split among three separate organizations.

The results suggest that mentoring becomes more effective in reducing turnover intentions as employees experience increasing levels of perceived organizational support, supervisor support, and job fit.

The results suggest mentoring can be beneficial to both organizations and individuals. Organizations benefit by improving employee retention. Likewise, individuals benefit through strengthened relationships provided by mentoring and the associated positive outcomes.

The paper makes a contribution to the literature by being among the first to examine mentoring as a potential moderator in the context of perceived organizational support, supervisor support, job fit, and turnover intentions.