The influence of supervisory‐support climate and unemployment rate on part‐time employee retention

William A. Gentry · Karl W. Kuhnert · Scott P. Mondore

70 citations0/0 files storedJournal of Management Development

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Employee Performance and Management Job Satisfaction and Organizational Behavior Human Resource and Talent Management

Abstract

Purpose Using “districts” nested within “regions”, this multi‐level analysis research aims to examine whether a climate of supervisory‐support at a “district”‐level (as measured by perceived supervisor support (PSS)), and “region”‐level unemployment rates were related to “district”‐level retention rates of blue‐collar part‐time employees (PTEs). Design/methodology/approach Blue‐collar PTE retention rates (from company records) and PSS levels (from a company‐wide survey) of a large global service provider were gathered. “Regional” unemployment rates were collected via publicly‐accessible government statistics. Findings The study finds that PSS levels of blue‐collar PTEs were related to retention rates. Additionally, through the nested relationship of the study, the “region”‐level unemployment rate was also related to PTE retention levels. Research limitation/implications Limitations of the study included generalization to other companies, inability to collect demographic data, sample size and sampling issues, and concerns about the measurement of retention. Practical implications This study revealed that supervisory‐support climate was important in PTE retention. This paper gives mechanisms that managers can use to improve PSS levels of employees. Additionally, since organizations exist in environments, results show that the external environment may affect organizational outcomes, no matter what occurs internally in the organization. Originality/value This study is unique since it focused specifically on blue‐collar PTEs, a much‐needed group of people to research. The paper gave ways for managers to enhance their relationship with PTEs, thereby having special value for managers and those who study managerial development. Additionally, the study gave evidence that organizations exist in environments, and factors outside the organization may affect retention within organizations.

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References

2017Exchange and Power in Social Life 2002Perceived organizational support: A review of the literature.1986Perceived organizational support.2000Multilevel Theory, Research, and Methods in Organizations: Foundations, Extensions, and New Directions 2002Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis.2017Perceived Organizational Support 1997Commitment in the Workplace: Theory, Research, and Application 2006Social Exchange Theory

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2019The impact of perceived supervisor support on employees’ turnover intention and task performance 2013The Influences of Job Satisfaction and Organizational Commitment on Turnover Intention 2012Perceived job autonomy and turnover intention: The moderating role of perceived supervisor support 2015The Role of Co-worker and Supervisor Support in the Relationship Between Job Autonomy and Work Engagement Among Portuguese Nurses: A Multilevel Study 2013Exploring the antecedents of intentions to leave the job: The case of luxury hotel staff

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