Why Is the Turnover Intention in Large Institutions Higher? Perceived Organizational Support, Organizational Cultural Identity, and Turnover Intention of Chinese Social Workers

Abstract

Abstract The increasing turnover rate of social workers in China has garnered widespread concern despite limited evidence-based investigation at the organizational level. This study extracted data from a sample of 4,399 social workers and the extended job demands/control/support model to explore the effects of organization-level factors on social workers’ turnover intention. The findings indicate that larger organizational size, diminished perceived organizational support, and a weaker sense of organizational cultural identity are predictors of heightened turnover intentions among social workers. An intriguing finding was that, in contrast to workers in smaller organizations, those in larger entities did not exhibit a significant difference in terms of job demands and job control. However, they reported markedly lower levels of perceived organizational support and organizational cultural identity compared with their counterparts in smaller settings. These insights underscore the imperative for organizational managers to proactively furnish comprehensive support systems for social workers and cultivate a robust sense of organizational cultural identity, thereby mitigating the risk of turnover intentions and fostering a more stable workforce.

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