| Abstract [eng] |
Employee turnover intentions in the organization can encourage many undesirable outcomes: absenteeism, lateness, spread of job dissatisfaction and demotivation of other employees, lower work effectiveness, lower job quality and organizational commitment. That is, why it is important to understand the reasons, which induce employee turnover intentions. Models and surveys on turnover intentions include many variables, but current researchers emphasize, that there is little attention given on evaluation of coworker support to turnover intentions, because research results very are sparse and ambiguous. But employees in their organizations also communicate with their supervisors, who manage their performance, and those support and evaluation of employee inducements to work influence perceived organizational support. As all support forms are not assessed in one turnover intentions research, our aim in this survey is to evaluate how perceived organizational, supervisor and coworker support contributes to employee turnover intentions through mediators – job satisfaction and organizational commitment. Following the literature we have arranged theoretical model and assessed it with Path analysis. The research was performed in the bank “Hansabankas” in Lithuania, questioning 80 employees. They were presented with the questionnaire, including 6 scales and evaluating perceived coworker, supervisor and organizational support, job satisfaction, organizational commitment and turnover intentions. The received results reveal that the coworker support is related to employee turnover intentions, but we can not talk about an influence. Whereas, the perceived supervisor and organizational support, concern and their evaluation of employees additional contribution to work increase employee job satisfaction, attachment to organization, enhance their wish to seek for organizational goals and being a member, and, finally, reduce employee turnover intentions. By the way, the affective commitment is influenced by perceived supervisor support through perceived organizational support, and this means that employees strongly identifies their supervisor with the organization and attribute his behavior to organizational policy, so it is very important to develop supervisors’ competencies and his relations with subordinates, as this increase employee belief about stronger organization support which finally reduce turnover intentions. |
