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      Study on the Effect of Employees’ Perceived Organizational Support, Psychological Ownership, and Turnover Intention: A Case of China’s Employee

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      International Journal of Environmental Research and Public Health
      MDPI AG

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          Abstract

          In the context of severe turnover, taking measures to enhance core employee management, prevent the turnover of talents, and improve employees’ sense of belonging and responsibility to the firm can become a non-negligible problem in human resource management. Considering Chinese enterprises as the research background, this study starts with the related theories of organizational support, psychological ownership, and turnover intention to explore the impact of organizational support on psychological ownership and its dimensions (self-efficacy, taking responsibility, a sense of belonging, and self-identification), the effect of each dimension of psychological ownership on turnover intention, and the relationship between organizational support and turnover intention, as well as verifies the mediating role of psychological ownership. The main findings show that (1) perceived organizational support positively affects psychological ownership; (2) psychological ownership negatively affects turnover intention; (3) perceived organizational support negatively influences turnover intention; and (4) psychological ownership mediates the relationship between perceived organizational support and turnover intention. The study results contribute to the relevant literature and guide human resource practice.

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          Most cited references73

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          Perceived organizational support.

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            Perceived organizational support: A review of the literature.

            The authors reviewed more than 70 studies concerning employees' general belief that their work organization values their contribution and cares about their well-being (perceived organizational support; POS). A meta-analysis indicated that 3 major categories of beneficial treatment received by employees (i.e., fairness, supervisor support, and organizational rewards and favorable job conditions) were associated with POS. POS, in turn, was related to outcomes favorable to employees (e.g., job satisfaction, positive mood) and the organization (e.g., affective commitment, performance, and lessened withdrawal behavior). These relationships depended on processes assumed by organizational support theory: employees' belief that the organization's actions were discretionary, feeling of obligation to aid the organization, fulfillment of socioemotional needs, and performance-reward expectancies.
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              Perceived organizational support and employee diligence, commitment, and innovation.

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                Author and article information

                Contributors
                Journal
                IJERGQ
                International Journal of Environmental Research and Public Health
                IJERPH
                MDPI AG
                1660-4601
                May 2022
                May 15 2022
                : 19
                : 10
                : 6016
                Article
                10.3390/ijerph19106016
                9141157
                35627553
                688606d7-b90b-4936-b9c4-8041467d3440
                © 2022

                https://creativecommons.org/licenses/by/4.0/

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