Abstract:
Turnover is a serious issue for modern oganisations, strongly correlated to
employees’ perceptions of HRM practices. Drawing on the social exchange theory,
this study attempts to examine how human resource management practices
influence employees’ intentions to leave the organisation by enhancing their
affective commitment.
Data was gathered from 287 employees working full time in 2 telecommunication
companies, and analysed using simple and multiple regressions and Hayes’
PROCESS model 4 (Hayes, 2013) to test for mediation.
The results were generally supportive of the study model. Perceived HRM
practices: training and development, involvement, and compensation and
rewards are, as predicted, negatively and significantly related to turnover
intention, and positively and significantly related to affective commitment.
Moreover, affective commitment was found to partially mediate the relationship
between employees’ perceptions and turnover intentions.
