How Human Resource Practice, Perceived Organizational Support, and Job Embeddedness Influence Turnover Intention

Bonitha Dame Marcella · Aryana Satrya

1 citations0/0 files storedAlmana Jurnal Manajemen dan Bisnis

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

Abstract

This study focuses on the technology sector, a strategic area of the Indonesian economy. Technological developments encourage companies to retain their top tech employees. The objective of this study is to examine the impact that employees' perceptions of human resource practice and organizational support have on their level of job embedment and intention to leave their jobs. The current study also investigates the mediation effect of job embeddedness. An online survey utilizing a seven-point Likert scale was administered to 284 IT employees from diverse technology companies in Indonesia with a purposive sample technique. This study shows that human resource practice, organizational support perceived by employees, and job embeddedness are essential factors influencing turnover intention.

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2017The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees 2018Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry 2019Predicting manufacturing employee turnover intentions 2019Perceived Organizational Support: A Literature Review 2019When organizational support yields both performance and satisfaction 2020Multifaceted Role of Job Embeddedness Within Organizations: Development of Sustainable Approach to Reducing Turnover Intention 2019Does job embeddedness predict turnover intentions in SMEs?2018Examining the relationships between HR practices, organizational job embeddedness, job satisfaction, and quit intention

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