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Linking workplace social support to turnover intention through job embeddedness and work meaningfulness

Published online by Cambridge University Press:  09 March 2022

Decha Dechawatanapaisal Open the ORCID record for Decha Dechawatanapaisal [Opens in a new window]
Decha Dechawatanapaisal*
Affiliation:
Department of Commerce, Chulalongkorn Business School, Chulalongkorn University, Phayathai Road, Pathumwan, Bangkok, Thailand
*
Author for correspondence: Decha Dechawatanapaisal, E-mail: [email protected]
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Abstract

This research examines the impacts of workplace social support, namely organizational support, supervisory support, and co-worker support on job embeddedness, and whether these effects are moderated by work meaningfulness. Using a conditional process model, the current study also investigates how the relationship between workplace social support and turnover intention, mediated by job embeddedness, is affected by the moderator. Data were collected from 1,137 shared service employees in Thailand. Empirical results indicate that job embeddedness mediates the links between perceived organizational support as well as perceived co-worker support and intention to leave, and that work meaningfulness reduces employees' turnover intention by reinforcing the impacts of perceived supervisory support and perceived co-worker support on job embeddedness. The findings contribute to job embeddedness literature by describing moderated mediation mechanisms, through which social supportive constituents affect turnover intention, and guide practitioners by applying an integrated model of organizational practices in managing human resources.

Keywords

Job embeddednessshared servicesocial supportturnover intentionwork meaningfulness
Type
Research Article
Information
Journal of Management & Organization , First View , pp. 1 - 23
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2022

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