From perceived organizational support to intention to stay: the effect of HR development practices

Abstract

While there has been a significant amount of research on the issue of voluntary employee turnover, retention remains the Achilles heel of most public and private sector organizations. By focusing more on intention to leave, research is often positioned in a curative rather than preventive perspective and fails to pinpoint preventive factors of turnover. Hence, intention to stay was adopted in this research to assess the effectiveness of social policies adopted by commercial banks in Morocco. The research we report is part of a larger study incorporating three bundles of HR practices, namely development, motivation and empowerment. The purpose of this paper is to better maps the influence of developmental practices on perceived organizational support and intention to stay.  For the purposes of this research, a sample of 802 usable responses was collected, and the results reveal the negative influence of career management, and the prominent mediating role that perceived organizational support plays.  The results are compelling and provide practical recommendations for leaders and managers of the surveyed organizations. The limitations of the research are documented and help to pave the road for future research perspectives.

Classification JEL : J24, L53, M53, O25

Paper type : Empirical research