Original Research

The link between perceived human resource practices, perceived organisational support and employee engagement: A mediation model for turnover intention

Alex Winarno, Arif P. Prasetio, Buchruddin S. Luturlean, Shinta K. Wardhani
SA Journal of Human Resource Management | Vol 20 | a1802 | DOI: https://doi.org/10.4102/sajhrm.v20i0.1802 | © 2022 Alex Winarno, Arif P. Prasetio, Buchruddin S. Luturlean, Shinta K. Wardhani | This work is licensed under CC Attribution 4.0
Submitted: 16 October 2021 | Published: 28 April 2022

About the author(s)

Alex Winarno, Department of Business Administration, Faculty Communication and Business, Telkom University, Bandung,, Indonesia
Arif P. Prasetio, Department of Business Management Telecommunication and Information, Faculty of Economy and Business, Universitas Telkom, Bandung, Indonesia
Buchruddin S. Luturlean, Department of Business Administration, Faculty Communication and Business, Telkom University, Bandung, Indonesia
Shinta K. Wardhani, Department of Business Management Telecommunication and Information, Faculty of Economy and Business, Universitas Telkom, Bandun, Indonesia

Abstract

Orientation: Effective human resource practices (HRP) that include recruitment, orientation, training, career development, compensation and industrial relations that suit the needs of employees can improve the psychological aspects of organisational support and employee engagement (EE) that have an impact on minimising employees’ turnover intention (TI).

Research purpose: To analyse the effect of human resources practices, perceived organisational support and EE in minimising employees’ TI in a state-owned transportation company.

Motivation for the study: This study provides an in-depth analysis of factors affecting employees’ intention to leave and recommends solutions to develop a conductive, productive working atmosphere. Identifying the employee’s intention to leave is important in controlling turnover.

Research approach/design and method: The study was conducted based on the social exchange theory. The researcher used a nonprobability, convenience sampling method and distributed 450 questionnaires to respondents with the help of the HR department. About 377 questionnaires were returned and met the criteria for data processing. The study uses a quantitative approach; data processing uses SEM procedures.

Main findings: This research found that effective HRP in accordance with the needs of employees have a direct and significant influence on the increased perceived organisational support and EE. However, HRP was found not to affect TI. Further analysis shows that perceived organisational support and EE simultaneously act as mediating variables that link HRP and TI.

Practical/managerial implications: The positive behaviour of employees can be developed through the company’s effort of establishing a conducive, supportive work environment for employees.

Contribution/value-add: Studies related to work behaviour in State-owned Enterprise (SOEs) are important so that human resource leaders or managers and other policymakers have a broader point of view when putting together HR programmes, considering that they have a big impact on employees and enterprises. However, cross-sectional data collection makes the generalisation rate of the findings should be carefully observed.


Keywords

HR practices; perceived organisation support; employee engagement; turnover intention; state-owned enterprise

Metrics

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Crossref Citations

1. The effectiveness of human resource management practices, work engagement and self-efficacy in minimizing talent turnover intention
Wejdan Eissa Alhajaj, Syed Zamberi Ahmad
International Journal of Productivity and Performance Management  year: 2023  
doi: 10.1108/IJPPM-02-2023-0090