Objective: This research intends to add to the understanding of the various factors that influence an employee’s intention to quit an organisation. Increasingly globalised markets and global competition have demanded that organisations retain scarce human resources. The moderating effect of an employees’ level of engagement on the relationship of an employees’ level of psychological contract breach and perceived supervisor support with the productivity outcome of the employees’ intention to quit the organisation is examined to deepen the understanding of the relevance and inter-relationships of these factors. Methodology: This quantitative explanatory study considered the level of an employees perceived supervisor support and psychological contract breach as the predictor of their intention to quit and their level of employee engagement as the moderator of the variable relationships. The study obtained 449 responses from the employees in the Johannesburg based business unit of a South African company. The Pearsons product moment correlation coefficients were observed to identify the extent of the relationships and a stepwise multiple regression analysis gave insight into which of the independent variables explained more of the variances in ITQ. Finally a two-way ANOVA was used to check for interaction to determine the moderating effect of EE. Outcome: The level of an employee’s engagement, perceived supervisor support and psychological contract breach were observed to have significant relationships with their intention to quit the organisation in this study. The level of employee engagement was not observed to significantly moderate the relationship of their perception of supervisor support and psychological contract breach with their intention to quit the organisation. This suggests that the relationship of an employees’ level of perceived super support and psychological contract breach on their intention to quit does not vary depending on their level of employee engagement. / Dissertation (MBA)--University of Pretoria, 2013. / ccgibs2014 / Gordon Institute of Business Science (GIBS) / MBA / Unrestricted

Magister Commercii (Industrial Psychology) - MCom(IPS) / Literature on turnover intentions revealed that various factors predict employee turnover intention. For higher education, the ongoing transformation that has been taking place has posed many challenges, one of them being the recruitment and retention of staff in academia. However, there is the notion that employees who experience sufficient support and acknowledgement from their supervisors are more likely to develop a sense of empowerment, thus helping in either creating or increasing feelings of commitment which could decrease turnover intentions.

This research examines the role played by an employee¡¦s supervisor and organization in the relationship between the support perceived by an employee and his or her affective commitment, task performance, and contextual performance to the organization. Our analyses, based on data taken from a sample of 222 steel manufacturing firm employees in Taiwan, reveal that there is a significant relationship between perceived organizational support and affective commitment, whereas nonsignificant relationship are found between perceived organizational support and task performance, also between perceived organizational support and contextual performance. Our results also highlight the moderate effect of perceived supervisor support in the relationship between perceived organizational support and employee¡¦s task performance, and contextual performance.

According to the report, in the year 2008 there are more than 14,000 Employees' Welfare Committees, which proves Employees' Welfare Committee plays an important role between the employers and the employees in Taiwan . Therefore, in this study, we will try to compare two groups of people (participant and non-participant) to differentiate the differences in PSS (perceived supervisor support) , POS ( perceived organizational support) and OCBs ( organizational citizenship behavior ). Besides, we will also exanimate the composition of Employees' Welfare Committee to see if the people who have participated in Employees' Welfare Committee will trigger higher POS or PSS, and with a higher PSS or POS. Employees will be more motivated in their job performance and will work beyond the responsibilities given . This survey shows that the differences in PSS and POS between the two groups are not significant, however, the participated group in one dimension of OCBs ¢w Organizational Identification is significant. The further analysis shows that the number of members, the way of election, the welfares offered by the committee will have positive relationships with PSS and POS by assigning the HR to the committee. What¡¦s more, if the organizations can make good use of these components to let their employees perceive and understand how their organizations or supervisors put efforts on them when they participate in the Welfare Committee. Furthermore to influence employees to exhibit behavior which is not explicitly recognized by formal reward system but expected to be positively related to measures of organizational effects.

Talented people are the key factor for enterprises to maintain their competitive advantage. Since 1980s, due to the changes of internal and external environments, reorganization and simplification have become the patterns of organizations, which indicating promotion possibility in an organization has been relatively reduced. These generate the feeling of development limitation within employees and result in the phenomenon of career plateau. However, high performance work system is regarded as a set of management system in human resources field , and it includes most types of best management practices. Therefore, this study attempts to explore antecedents and consequences of variable of the career plateau, including a negative correlation between high performance work system and career plateau as well as the impact of the career plateau on role performance and turnover intention, and whether the perceived supervisor support will be an interference effect. In this study, pairing questionnaires are offered to executives and organizational members 47 effective matching samples are received. Hierarchical linear model is used in this study to verify the hypothesis. The results show: 1. Career plateau is negatively associated with role performance; 2. Career plateau is positively associated with the turnover intention; 3. The effect of perceived supervisor support can interfere with both career plateau and turnover intention. The findings of this study indicate: 1. Organizations should establish career planning and development for employees in order to reduce the adverse effects of career plateau; 2. Organizations should find a method to increase employees¡¦ perceived of supervisor support in order to reduce the negative effects of career plateau; 3. High performance work system is a systematic system. It should be assessed in depth regarding the way of solving the career plateau. Finally, suggestions for future research and the limitation of this study are also discussed. Keywords: career plateau, high performance work system, role performance, turnover intention, perceived supervisor support

The purpose of the study is to explore and explain how and why perceived support can create a sense of want to, ought to and have to change. This study investigates perceived organizational support (POS) and perceived supervisor supports (PSS) influences on the dimensions of commitment to change (C2C), affective- (AC2C), continuous- (CC2C) and normative commitment to change (NC2C). To investigate the relationships, a mix-method approach is applied. Data is yield from 168 survey respondents from three subsidiaries in Southeast Asia within a multinational corporation (MNC) and through eight interviews with employees at one subsidiary. The findings reveals that POS is more important in change initiatives than PSS, indicating that POS is vital to understand the influence on employees C2C mindset. POS is identified as the glue that binds employees and change goals together into the desired mindset of AC2C. This study contributes to literature by presenting new perspectives concerning POS and PSS influences on C2C dimensions within an MNC. Adding a layer to research that has largely focused on the concepts within psychology. This study is an introduction to deeper understanding of the relationships between POS, PSS and the C2C dimensions. Signaling that further research should focus more on this context.

Orientation: Currently there is much debate whether modifying traditional reward packages to focus on the preferences of multi-generations would be essential in attracting, motivating and retaining talent. Total Reward factors, Perceived Organisational Support and Perceived Supervisor Support are distinct but related concepts, and all of them appear to influence an employee’s decision to stay at an organisation. Research purpose: The objective of this study was to identify the different total reward components which multi-generations prefer as most important for retention. In essence, the study aims to establish possible relationships between multi-generations’ Total Reward components, Perceived Organisational Support (POS), and Perceived Supervisor Support (PSS). Motivation for the study: This study is useful as it conducts a contemporary retention exploration that considers both the emerging demographic workforce shift and the new paradigm shift towards talent management. An enriched understanding of retention preferences that influences organisational commitment may benefit the organisation who wants to retain their valuable talent. Research Methodology: A quantitative, cross-sectional research design with convenience sampling was used. Data were gathered from employees (N = 303) at different industry sectors in South African organisations, using the Total Reward Scale (based on WorldatWork’s total reward model) and the Perceived Organisational Support Scale (SPOS), and the Perceived Supervisor Support Scale (SoPSS). Main findings: The results showed that performance management and remuneration are considered to be the most important retention factors among multi-generation groups. The study revealed Cronbach Alpha’s of 0.82, 0.92 and 0.95 for the total reward scale, SPOS and SoPSs respectively. Differences between total reward preferences and demographical variables which include age, gender, race, industry and job level, were found. Moreover, differences between total reward preferences, Perceived Organisational Support (POS) and Perceived Supervisor Support (PSS) and demographical variables which included race, industry, job level were found. The findings of the study indicates a strong practically significant positive correlation (r (df=237, p> 0.001) = 0.298, medium effect) between Total Reward components and POS. A strong practical significant positive relationship (r (DF=233, p>0.001) = 0.250, medium effect) was found between Total Reward and PSS. The study confirmed a strong practically significant positive correlation (r (df= 230, p> 0.001= 0.662, large effect) between POS and PSS in this study. This indicates that an increased perception of organisational support can be associated with an increased perception of Supervisor Support. Multiple regression confirmed that only race groups and job level groups mediate/moderate the relationship between Total Reward and POS as well as Total Reward and PSS. Practical/managerial implications: Managers or HR practitioners should design their reward packages by taking employees preferences into account. More specifically, HR practitioners should focus on remuneration, performance management and development opportunities in order to retain scarce skills. Contribution/value additions: The study on retention preferences of different demographic groups within the South African context adds considerably to the existing body of literature. The results of the study can assist managers and HR practitioners to design effective retention strategies, while also providing crucial information for the retention and motivation of employees. / Dissertation (MCom)--University of Pretoria, 2014. / gm2014 / Human Resource Management / unrestricted

This study investigated whether the percentage of time that weekly employees spend in virtual workspaces is related to job satisfaction (JS), organizational commitment (OC), perceived supervisor support (PSS) and perceived coworker support (PCS). One hundred thirty-five virtual workers employed by 1 of 5 large, privately owned companies reported the percentage of their work time spent performing virtual work and completed 4 instruments to measure JS, OC, PSS, and PCS. Data were analyzed using multivariate linear regression, multivariate multiple regression, and multivariate analysis of variance. Results showed that virtual workers who spent 75% or more of their time engaged in virtual work had higher JS, OC, and PSS than virtual workers who spent 25% or less of their work time working virtually. No relationship was found between the percentage of time spent working virtually and PCS. Results were also examined to determine whether gender or age moderated any of the relationships found between the percentage of time working virtually and organizational outcomes. Neither gender nor age moderated the relationships observed. The study results showed that as employee time performing virtual work increases, employee and corporate benefits also increase in large, privately owned companies. The results of the study have several potential implications for positive social change for organizations, employees, and society as a whole by providing information to organizations considering increasing the percentage of time employees spend engaging in virtual work, helping society determine how performing virtual work affects an employee's well-being, potentially providing insight to employees regarding the pros and cons of virtual work.

Previous researches about the Person-Environment Fit were mainly based on the points of view of Person-Organization Fit and Person-Job Fit. Researches based on the points of view of Person-Supervisor Fit (P-S Fit) and Person-Workgroup Fit (P-G Fit) was less made. But nowadays, more and more companies adopt team approach for the organization of the main mold of operation. How to establish a harmonious group and enhance group¡¦s and individual performance becomes an important issue. The main purpose of this research is base on Fit Theory to examine Person-Supervisor Fit and Person-Workgroup Fit between crew, their supervisor and their coworker in every flight. In this study, Person-Supervisor Fit and Person-Workgroup Fit were defined as independent variables; role performance, job satisfaction and perceived support were defined as dependent variables. The relationship between independent and dependent variable are deeply discussed. There are 136 pairs of questionnaires surveyed by employees and their supervisors. Supervisor Leadership Profile (SLP) and Workgroup Characteristics Profile (WCP) were reduced to 16 of 25 statements as Q ranking items, and Q methodology was applied for measuring P-S Fit and P-W Fit. Regression analysis was used to further explore the dependent variable on the independent variable's influence. The result indicate that¡GFirst, employee with high P-G Fit, has more job satisfaction, the correlation between P-G Fit and job satisfaction is significant; second, employee with high P-S Fit, has more perceived supervisor support, the correlation between P-S Fit and perceived supervisor support is significant; third, employee with high P-G Fit, has more perceived coworker support, the correlation between P-G Fit and perceived coworker support is weak significant. This research further represents the direction of future research and practical meaning of management.

Orientation: Perceived Talent Management Practices, Perceived Organizational Support and Perceived Supervisor Support are distinct but related constructs, and all of them appear to influence an employee’s intention to quit an organization. Research Purpose – The objective of this study was to investigate Generation Y’s perception of an organization’s talent management practices and to determine how it relates to their intention to quit the organization. In essence, the study aims to establish possible relationships of four constructs: Perceived Talent Management Practices, Perceived Organizational Support (POS), Perceived Supervisor Support (PSS) and Intention to Quit. The mediating/moderating characteristics of POS and PSS on the relationship between Perceived Talent Management Practices and Intention to Quit are also investigated. Motivation for the study – Talent is the new tipping point in corporate success. It has the potential to be the origin of an organisation’s demise or the reason for its continuous success. A concept that exuberates this much potential for both disaster and prosperity validates some examination into its protection. Research design, approach and method – Four Instruments (HCI Assessment of Talent Practices (HCI), Survey of Perceived Organizational Support (SPOS), Survey of Perceived Supervisor Support and an Intention to Quit Scale) was administered to a convenience sample of 135 employees from a population of 450 employees working in three provinces in which the organization was operational. Pearson product-moment correlation analysis and Multiple Regression analysis were used to investigate the structure of the integrated conceptual model on Perceived Talent Management Practices, POS, PSS and Intention to Quit. Main findings - The findings of this study indicates a strong practically significant positive correlation (r(df = 135; p < 0.001) = 0.724, large effect). between Perceived Organizational Support (POS) and Perceived Supervisor Support (PSS). A strong practically significant positive relationship (r(df = 135; p < 0.001) = 0.640, large effect) was found between Perceived Organizational Support (POS) and the employee’s perception of the organization’s Talent Practices. The study confirmed a strong practically significant negative relationship (r(df = 135; p < 0.001) =-0.569, large effect) between Perceived Organizational Support (POS) and the employee’s Intention to Quit. A medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.436, medium effect) was established between Intention to Quit and Perceived Supervisor Support (PSS). This study determined a medium practically significant positive correlation (r(df = 135; p < 0.001) = 0.471, medium effect) between Perceived Supervisor Support (PSS) and the employee’s perception of the organization’s Talent Practices. The findings also establishes a medium practically significant negative relationship (r(df = 135; p < 0.001) = -0.477, medium effect) exists between employees’ perception of the organization’s Talent Practices and their intention to quit the organization. Multiple regression confirmed that neither POS nor PSS mediates/moderates the relationship between Perceived Talent Management Practices and Intention to Quit. Practical/Managerial Implications - Cappelli (2008) stated that paradigms only come undone when they ”encounter problems that they cannot address. But before the old paradigm is overthrown, there must be an alternative, one that describes new developments better than the old one does” (Cappelli, 2008). This study provides evidence that management can use paradigm shifts as a talent retention strategy where the creation of a high perception of talent management practices will result in a lower intent to leave the organization. Contribution: The findings of this study indicate a positive relationship between perceived talent management practices, POS and PSS. The study also established a positive relationship between POS and PSS. A negative relationship was confirmed between POS, PSS and Perceived Talent Management Practices in relation to Intention to Quit. / Dissertation (MCom)--University of Pretoria, 2010. / Human Resource Management / unrestricted