Articlegold2022

The link between perceived human resource practices, perceived organisational support and employee engagement: A mediation model for turnover intention

Alex Winarno · Arif Partono Prasetio · Buchruddin S. Luturlean · Shinta K. Wardhani

23 citations0/0 files storedSA Journal of Human Resource Management

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

Abstract

Orientation: Effective human resource practices (HRP) that include recruitment, orientation, training, career development, compensation and industrial relations that suit the needs of employees can improve the psychological aspects of organisational support and employee engagement (EE) that have an impact on minimising employees’ turnover intention (TI). Research purpose: To analyse the effect of human resources practices, perceived organisational support and EE in minimising employees’ TI in a state-owned transportation company. Motivation for the study: This study provides an in-depth analysis of factors affecting employees’ intention to leave and recommends solutions to develop a conductive, productive working atmosphere. Identifying the employee’s intention to leave is important in controlling turnover. Research approach/design and method: The study was conducted based on the social exchange theory. The researcher used a nonprobability, convenience sampling method and distributed 450 questionnaires to respondents with the help of the HR department. About 377 questionnaires were returned and met the criteria for data processing. The study uses a quantitative approach; data processing uses SEM procedures. Main findings: This research found that effective HRP in accordance with the needs of employees have a direct and significant influence on the increased perceived organisational support and EE. However, HRP was found not to affect TI. Further analysis shows that perceived organisational support and EE simultaneously act as mediating variables that link HRP and TI. Practical/managerial implications: The positive behaviour of employees can be developed through the company’s effort of establishing a conducive, supportive work environment for employees. Contribution/value-add: Studies related to work behaviour in State-owned Enterprise (SOEs) are important so that human resource leaders or managers and other policymakers have a broader point of view when putting together HR programmes, considering that they have a big impact on employees and enterprises. However, cross-sectional data collection makes the generalisation rate of the findings should be carefully observed.

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References

1960The Norm of Reciprocity: A Preliminary Statement 2002The Measurement of Engagement and Burnout: A Two Sample Confirmatory Factor Analytic Approach 2006Social Exchange Theory 2001Reciprocation of perceived organizational support.2003The Role of Perceived Organizational Support and Supportive Human Resource Practices in the Turnover Process 2010The Impact of High-Performance Human Resource Practices on Employees’ Attitudes and Behaviors 2012The link between perceived human resource management practices, engagement and employee behaviour: a moderated mediation model 2007The effects of perceived organizational support and perceived supervisor support on employee turnover

Cited by

2024Connecting the organizational incomes and outcomes: a systematic review of the relationship between talent management, employee engagement, and turnover intention 2025How human resource practices, organisational support and trustworthiness shape job satisfaction 2024The Impact of Human Resource Management Practices on Turnover Intention: A Literature Review 2026How Generational Membership Moderates Motivational Orientation Effects on Adaptive Performance in Public Employment Services

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