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High Commitment Human Resource Practices, Perceived Organizational Support and Employee Turnover: Moderating Role of Supervisors Support

Qammar, Ahmad (2016) High Commitment Human Resource Practices, Perceived Organizational Support and Employee Turnover: Moderating Role of Supervisors Support. PhD thesis, University of Sheffield.

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This thesis aims to examine the mediating role of perceived organizational support (POS) between high commitment HR practices (HCHR practices) and turnover behaviour. It also aims to explore the moderating role of supervisor support on high commitment HR practices and perceived organizational support. Although some previous studies have examined the role of perceived organizational support in the HR practice- turnover process, this literature was largely underdeveloped. For instance, some of the important HR practices that are reported to have a significant relationship with POS have not been studied in the HCHR practices-POS-turnover process. Further, the potential moderating influence of supervisor support has not yet been accounted for. Based on social exchange theory, it was expected that HCHR practices would lead to higher POS and lower turnover intentions/ actual turnover. A cross sectional survey was conducted in the banking sector in Pakistan. Data was collected in two waves. The first wave of data was collected in 2011 from multiple branches of three banks across the country. Out of a total sample of 1000 employees, 580 completed questionnaires were returned. Confirmatory factor analyses were carried out. The factor loadings confirmed the distinctiveness of the proposed constructs. Reliability coefficients were calculated for each measurement scale based on the items retained after confirmatory factor analysis. All scales showed high reliability. In the second wave of the data collection, conducted in 2014, data about the actual turnover of employees was collected. Data about 158 respondents who participated in the first wave were collected. The data was analysed using structured equation modelling in MPlus to test the theoretical model and hypothesized relationships. Supervisor support was examined as a moderating variable. The results indicate that supervisor support did not have an influence on the relationship between HR practices and perceived organizational support. Among the four HR practices tested, only two practices: job autonomy and job security, were found to have predicted POS, while justice and developmental experience did not predict POS. Further analysis revealed that POS does not mediate the relationship between any HR practice and turnover intentions or actual turnover. The study makes a number of theoretical, methodological and practical contributions. The effects of possible moderating variables have not previously been studied in the HR practices-POS-turnover process. The current research makes an important contribution by testing the moderating effects of supervisor support in this process. By testing the possible influence of the HR practices, job security and job autonomy on the POS-turnover process, the current study added important nuances to our knowledge about the role of these practices. The current study further contributes to the literature by testing a more comprehensive array of HR practices and their influence on POS and employee turnover in a holistic and composite model. The literature also lacks any notable study that has examined the POS-turnover process in any of the Middle Eastern or South Asian countries. As Pakistan has many cultural similarities with the Middle Eastern and South Asian countries, the current study provides important evidence from this region. A number of future research possibilities have been identified through this research. Keywords: Perceived organizational support, social exchange, turnover intentions, actual turnover, employer’s commitment, job outcomes, Pakistan, South Asia, structural equation modelling, job security, job autonomy, developmental experience, fairness, organizational justice, procedural justice, distributive justice.

Item Type: Thesis (PhD)
Academic Units: The University of Sheffield > Faculty of Social Sciences (Sheffield) > Management School (Sheffield)
Depositing User: Dr Ahmad Qammar
Date Deposited: 25 May 2016 11:24
Last Modified: 25 May 2016 11:24
URI: http://etheses.whiterose.ac.uk/id/eprint/13259

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