Khan, Maha and Dukhaykh, Suad (2022) An Empirical Study of the Influence of Perceived Organizational Support, Leader Member Exchange and Proactive Personality on Turnover Intention and Innovative Work Behavior: The Mediating Role of Employee Engagement. Global Journal of Human Resource Management, 10 (4). pp. 32-59. ISSN 2053-5686(Print), 2053-5694(Online)
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Abstract
Purpose: The authors investigate employee engagement at work for employees as the mediating mechanism for the influence of perceived organizational support, leader member exchange, and proactive personality on turnover intention and innovative work behavior. It critically reflects on the issue of employee engagement to develop the theoretical model of this study and provide empirical evidence to explain the link between perceived organizational support, leader member exchange, proactive personality, employee engagement, innovative work behavior and turnover intention with the aim of increasing the levels of engagement in the workplace, lowering the turnover intention and increasing creativity and innovative work behavior. Design/methodology/approach: Data is collected from 142 employees and managers in Saudi context, and statistical analysis is performed on SPSS 28 and Mplus 8.7, conduct CFA and structural equation modeling. Findings: The results are concluded by the quantitative approach to investigate the relationships under this study. Findings confirm the impact of mediation of employee engagement in the effect of perceived organizational support, leader member exchange and proactive personality on innovative work behavior and turnover intention. The mediation of employee engagement in the effect of perceived organizational support, leader member exchange and proactive personality on turnover intent is a negative correlation. Originality: A theoretical framework is proposed whereby the model is evaluated with SPSS and structural equation modeling. This study contributes to the literature regarding the struggle of disengagement in the workplace and its implications for management.
| Item Type: | Article |
|---|---|
| Subjects: | H Social Sciences > H Social Sciences (General) |
| Depositing User: | Professor Mark T. Owen |
| Date Deposited: | 25 Jul 2022 13:03 |
| Last Modified: | 25 Jul 2022 13:03 |
| URI: | https://tudr.org/id/eprint/766 |
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