THE ROLE OF PERCEIVED ORGANIZATIONAL SUPPORT AND ON THE JOB EMBEDDEDNESS ON EMPLOYEE TURNOVER INTENTION

Turnover in is a critically important issue as organizations seek to retain quality personnel in the face of shortages in skilled and experienced labor. However, prior research in the area has been limited and produced mixed results, which may be in part due to difficulties in operationalizing related constructs and moderators. In addition, the COVID-19 pandemic caused an unprecedented employment crisis all around the world. The study is built on the premise that when employees feel that their interests are protected, and support is given to them, they will have a positive response in return. As such, this study, grounded in social exchange and reciprocity norm theories, will seek to provide additional evidence on the relationship between Perceived Organization Support and Job Embeddedness on turnover intention. Second, this dissertation will provide insight into how employees’ perception of COVID-19 has had on the forementioned constructs and employees’ productivity. Third, the study seeks to verify the moderating effect of gender, age, and ethnicity. This study seeks to understand how employees’ perceptions of the organization and their connections to their job influences their turnover intentions. This paper utilizes survey data collected from employees in various industries including accounting. While the results did not confirm interaction effects from the demographic tested, the results did affirm the impact of Perceived Organization Support and Job Embeddedness on turnover intention. Results also provided evidence of the impact of the stress related to and fear of COVID-19 to turnover intention and the impact of benefits use and benefits needed on Perceived Organizational Support. These findings extend prior research on the role organization policies and practices impact turnover intention outcomes.