P-ISSN: 2808-0467

E-ISSN: 2808-5051

Homepage: https://iss.internationaljournallabs.com/index.php/iss

1816

ORGANIZATIONAL AND SUPERVISOR SUPPORT ON TURNOVER

INTENTION MEDIATED BY AFFECTIVE COMMITMENT

Ikhsan Prasetya Indra

, Achmad Sudiro

, Ainur Rofiq

Faculty of Economics and Business, University of Brawijaya, Malang, East Java, Indonesia

ikhsanprasetya94@gmail.com

achmad_sudiro@ub.ac.id

rofiq@ub.ac.id

PAPER INFO ABSTRACT

Received:

December 2022

Revised: January

2023

Approved:

January 2023

Background: A company's sustainability lies in managing its human

resources. Human resources are one of the critical elements for the

achievement of company goals. The company's success or failure depends on

employees' job satisfaction (Individually) which affects the overall job

satisfaction of the organization.

Aim: This study is about the effect of organizational support and supervisor

support against turnover intention mediated by affective commitment.

Method: This research uses a quantitative approach with an explanatory

research design. The research site is the Lima Puluh Kota County Fire

Service. The population in this study, namely freelance daily employees

(PHL) in the Lima Puluh Kota District Fire Service, has 100 employees in

Lima Puluh Kota District of 2022. Research sampling techniques that use

saturated sampling. The primary data in this study were respondents' answers

through the distribution of questionnaires. While the secondary data is

obtained from the object. The analysis techniques were descriptive analysis,

PLS analysis, and structural model analysis before finally going through

hypothesis testing and mediation

Findings: The results showed a significant negative influence between

supervisor support for turnover intention and affective commitment

mediation, meaning that the higher the supervisor's support, the higher the

affective commitment, and will indirectly reduce the occurrence of employee

turnover intention.

KEYWORDS

organization support, supervisor support, turnover intention, affective commitment

Commons Attribution-ShareAlike 4.0 International License (CC BY-SA 4.0)

INTRODUCTION

The sustainability of a company lies in the management of its human resources. Human

resources are one of the critical elements for the achievement of company goals. The success

or failure of the company organizationally depends on the job satisfaction of employees

(individually), which affects the overall job satisfaction of the organization. Good human

resource management can generate comparative advantages for organizations (Ismajli et al.,

2015). However, suppose the management of human resources is poor. In that case, it can be

detrimental to the company, such as the increasing desire of employees to leave their jobs or

called turnover intention.

Turnover Intention in employees can impact the organization when it leads to the

employee's decision to leave the organization altogether (Turnover) (Mosadeghrad, 2013). It is

because the desire to leave comes from the individual employee himself and is not the desire

of the organization or company, the greater the turnover rate that occurs in the company, the

more significant the impact of losses that the company must bear. These losses include hiring,

training, productivity, and dismissal costs (Mathis & Jackson, 2002). The above opinion is also

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1817 Interdisciplinary Social Studies, 2(4), Jan 2023

supported by the results of research from Aamodt (2015), suggesting that the impact of turnover

is divided into two, namely visible and invisible effects. The visible impacts of turnover include

advertising costs, employment agency fees, bonuses, admission travel expenses, salaries and

costs incurred during the application process and candidate interviews, and placement costs for

new employees. Invisible impacts include loss of productivity associated with moving

employees and other employees having to do more work. Turnover intentions must be

addressed as an essential phenomenon and human behavior in the life of a company, both from

an individual and social point of view.

The fire service is a government-implementing element responsible for handling fire and

disaster problems included in the emergency service or rescue, such as ambulances and the

National SAR Agency. The existence of the fire service is necessary because the function of

the fire service provides very urgent services and cannot be eliminated. The Fire Service is an

organization that serves the community 1x24 hours, just like the TNI-POLRI and hospital

services. The Fire Service does not recognize holidays, whether Sundays, red dates, or religious

holidays related to providing excellent public service. This 1x24-hour working hour is a logical

consequence if someone decides to become a "Yudha Brama Jaya" army, better known as a

firefighter.

In general, firefighters have a duty full of risks and workloads that endanger the officers'

lives, and this is feared to give rise to a turnover intention to find a job with a lower workload

risk. This statement is supported by research from Qureshi (2012) heavy workload can increase

turnover intentions. The same statement was also expressed by Bakker et al. (2014) that

workload is closely related to fatigue when given excessively to employees, which can trigger

turnover intention.

Organizational support is an important thing that can help achieve the job's demands.

When employees are convinced that their organization supports their career growth and career

needs, it can reduce turnover intentions, and they become more focused on work goals (Shuck

et al., 2014). The relationship between perceived organizational support and moving intent has

established that with high support, the intention to move among employees will decrease

(Dawley et al., 2010; Islam et al., 2018). Maertz et al. (2007) also added that there are findings

explaining that organizational support is significantly related to turnover intention. Employees

with high organizational support will reciprocate with increased roles and extra performance

(Eisenberger et al., 2016).

However, there are different research results from some researchers. Tuzun and Kalemci

(2012) stated that organizational support did not significantly affect turnover intention. The

results of his research did not find support that the negative relationship between turnover and

employee switching intentions was higher in individualists. Organizational support may have

more effect on turnover intentions because they are self-interest-oriented, achieve their own

goals, and consider the achievement of their personal goals as the main interest. Other

researchers, such as Wong (2017), also revealed the same results. These results also show that

organizational support affects affective commitment rather than organizational support

affecting turnover directly. The study results have inconsistencies in research results, and

further studies are needed to prove conceptually and empirically.

Another factor influencing turnover intention is supervisor support. Supervisor support is

defined as the extent to which leaders value their employees' contributions and care about their

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1818 Interdisciplinary Social Studies, 2(4), Jan 2023

well-being (Kurtessis et al., 2017). Supervisors are considered representatives of the

organization and are responsible for directing and evaluating subordinates' performance, which

employees will see as indicative of organizational support (Eisenberger et al., 2002). The effect

of supervisor support on turnover is that the supervisor's support will lead to a commitment to

the organization because the superior is considered an agent of the organization. The intention

of loyal employees stays with the organization (Chen et al., 2002). High supervisor support can

be interpreted as a way for superiors or supervisors to contribute to a leadership role in the

organization and thus demonstrate the supervisor's high commitment to the organization. For

employees with high affective commitments, having such a boss will increase cohesiveness

and a sense of appreciation so that employees will remain loyal to the organization (Shanock

& Eisenberger, 2006).

Based on the opinion of Ghosh et al. (2019), leaders should provide emotional support to

employees to lower the saturation level. Therefore, companies must build superior-subordinate

solid relationships to retain their best talents. The higher the supervisor's perceived support, the

more employees feel obligated to stick with the organization and do their job well despite

difficulties and stress. Thus, the role of supervisor support is a direct determinant of turnover

intentions (Fazio et al., 2017).

Perceived supervisor support is an employee's view of whether their supervisor values

contributions and cares for the employee's well-being (Eisenberger et al., 2002). Superiors who

act with integrity are proven to foster employee trust (Gatling et al., 2017). Actions such as

listening to disputes, informing employees of decisions, implementing employee-focused

practices, and communicating company information are forms of supervisor support

(Domínguez-Falcón et al., 2016; Karatepe & Kaviti, 2016). Supervisors can also negatively

impact the well-being of their employees, poor support by supervisors has been shown to

increase employee stress levels, causing depression (Sparks et al., 2001). Lyu et al. (2016)

found that abusive supervisors negatively impact employees. Regardless of whether actions by

managers are taken consciously or not, managers need to understand the impact of their support

(or lack thereof) on employees.

However, some results are different from the results of the above research. Based on the

research of Cho et al. (2009), supervisor support is not significantly related to turnover,

meaning that supervisor support does not reduce the intention of employees to leave the

company. The impact of supervisor support on the intention to leave is still questionable. It

needs further research, and this result is also supported by Afzal et al. (2019). The study's

results also showed that supervisor support for employee turnover intention had no significant

effect, which suggests that when supervisor support increases, it does not directly affect

turnover intention.

There is another factor that also influences employees' turnover intention, namely

organizational commitment. However, researchers focus more on affective commitment

because, according to Allen and Meyer (1990), it occurs when employees want to be part of

the company because of emotional ties. In other words, a solid affective commitment will

identify employees by actively participating and enjoying their company membership.

Employees recognize the similarities between themselves and the company, thus showing

concern and forming an impressive commitment (want). In addition, the employee is willing

to give up his values and adjust to the company. It is in line with what Baron and Greenberg

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1819 Interdisciplinary Social Studies, 2(4), Jan 2023

(2003) argue that affective commitment refers to a member's emotional connection to the

organization. People want to continue working for the organization because they agree with its

goals and values. People with a high level of affective commitment desire to remain in the

organization because they support the objectives of that organization and are willing to help to

achieve those goals. Robbins and Judge (2013) stated affective commitment, emotional

feelings for the organization, and belief in its values. Affective commitment is essential to

employee dedication and loyalty to the organization.

Effective, committed employees will have a sense of belonging to the organization and a

stronger desire to stay with the organization (Rhoades et al., 2001). Other research studies have

also shown that affective commitment significantly and negatively affects turnover intentions

(Perryer et al., 2010). Employees who are committed to their organization are less interested in

quitting. One reason behind this could be that they want to stay, which is none other than the

influence of affective commitment on the employee (Allen & Meyer, 1990).

In addition to the above opinions, there is another opinion from previous researchers, who

said that there is an influence of mediation between organizational support and supervisor

support on turnover intention through the mediation of affective commitment, which means

affective commitment becomes a mediation variable. Fazio et al. (2017) have examined the

role of mediation played by affective commitment between social support consisting of

organizational support and supervisor support and the turnover intention of hospital employees.

The result of the study is affective commitment mediating the relationship between supervisor

support and turnover intention, so an increase in supervisor support will lead to an increase in

affective commitment, which will then lead to a decrease in turnover intention.

Kahumuza and Schlechter (2008) also posit the same point that affective commitment

mediates how organizational support is perceived towards turnover intentions. Nichols and

affective commitments. The results of his research say that the relationship between supervisor

support and intention to turnover is mediated by affective commitment. Based on the research

results above, it can be concluded that if an employee is satisfied with the support provided by

the organization and supervisors, it can increase affective commitment. Effectively committed

employees will have a sense of belonging to their organization and a stronger desire to stay

with the organization.

There is a research gap where there are still inconsistencies in the results of previous

studies and existing phenomena. This study is about the effect of organizational support and

supervisor support against turnover intention mediated by affective commitment.

METHOD

This research uses a quantitative approach with an explanatory research design. The

research site is the Lima Puluh Kota County Fire Service. The population in this study is

freelance daily employees in the Lima Puluh Kota District Fire Service. There are 100

employees in Lima Puluh Kota District of 2022. Research sampling techniques that use

saturated sampling. The reason for the determination of the sampling technique is the small

number of the research population, namely freelance daily employees in the Lima Puluh Kota

District Fire Service. Based on this sampling method, the number of samples in this study is

100 employees in the Lima Puluh Kota District Fire Service in 2022, according to the total

population.

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1820 Interdisciplinary Social Studies, 2(4), Jan 2023

The primary data in this study were respondents' answers through the distribution of

questionnaires. Meanwhile, the secondary data were obtained from the object. Both data types

were then measured on the Likert scale and analyzed by descriptive analysis, PLS analysis, and

structural model analysis before finally going through hypothesis testing and mediation.

RESULTS AND DISCUSSION

Hypothesis testing can be done to determine the influence of organizational support and

supervisor support on turnover intention directly or indirectly through the mediation of

affective commitments. Hypothesis testing in PLS analysis can be done by looking at the results

of the t-statistic test or its significance value. The hypothesis is accepted if the p-value < 0.05

(significance rate 5%) or the t-statistic, t-value > t-table (1.96). The t-statistic test in PLS

analysis is by applying the bootstrapping method. The results of the hypothesis test can be seen

in the following table:

Table 1. Hypothesis Test Results

Inter-Construct

Relationships

Coef.

Path

T-

Statistics

P-

Values

Information

Result

Organizational support ->

Turnover intention

-0.339

2.724

0.007

Significant

Accepted

Dukungan supervisor ->

Turnover intention

-0.177

1.544

0.123

Do not

Rejected

Affective commitment ->

Turnover intention

-0.348

3.251

0.001

Significant

Accepted

Organizational support ->

Affective commitment

0.399

2.974

0.003

Significant

Accepted

Supervisor support ->

Affective commitment

0.354

2.620

0.009

Significant

Accepted

Organizational support ->

Affective commitment ->

Turnover intention

-0.139

2.012

0.045

Significant

Accepted

Supervisor support ->

Affective commitment ->

Turnover intention

-0.123

2.002

0.046

Significant

Accepted

Source: Primary Data Processed, 2022

1) H1 (Organizational support negatively affects turnover intention): The test results

obtained a path coefficient of -0.339 with a t-statistical value of 2.724 > 1.960 and a p-

value of 0.007 < 0.050. The results show a significant negative influence between

organizational support and turnover intention, meaning that the higher the

organization's support, the lower the employee turnover intentions.

2) H2 (Supervisor support negatively affects turnover intention): The test results obtained

a path coefficient of -0.177 with a t-statistical value of 1.544 < 1.960 and a p-value of

0.123 > 0.050. The results show a negative but insignificant influence between

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1821 Interdisciplinary Social Studies, 2(4), Jan 2023

supervisor support and turnover intention, meaning that the higher the supervisor's

support will not have a significant effect on employee turnover intentions.

3) H3 (Affective commitment negatively affects turnover intention): The test results

obtained a path coefficient of -0.348 with a t-statistical value of 3.251 > 1.960 and a p-

value of 0.001 < 0.050. These results show a significant negative influence between

affective commitment and turnover intention, meaning that the higher the affective

commitment, the lower the employee's turnover intention.

4) H4 (Organizational support positively affects affective commitment): The test results

obtained a path coefficient of 0.399 with a t-statistical value of 2.974 > 1.960 and a p-

value of 0.003 < 0.050. These results show a significant positive influence between

organizational support and affective commitment, meaning that the higher the

organization's support, the higher the employee's affective commitment.

5) H5 (Supervisor support positively affects affective commitment): The test results

obtained a path coefficient of 0.354 with a t-statistical value of 2.620 > 1.960 and a p-

value of 0.009 < 0.050. These results show a significant positive influence between

supervisor support and affective commitment, meaning that the higher the supervisor's

support, the higher the supervisor's support, and the higher the employee's affective

commitment.

6) H6 (Organizational support negatively affects turnover intention with affective

commitment mediation): The test results obtained a path coefficient of -0.139 with a t-

statistical value of 2.012 > 1.960 and a p-value of 0.045 < 0.050. These results show a

significant negative influence between the organization's support for turnover intention

and the mediation of affective commitment, meaning that the higher the organizational

support, the higher the affective commitment, and indirectly it will have a significant

effect on the lower the employee turnover intention.

7) H7 (Supervisor support negatively affects turnover intention with affective

commitment mediation): The test results obtained a path coefficient of -0.123 with a t-

statistical value of 2.002 > 1.960 and a p-value of 0.046 < 0.050. The results show a

significant negative influence between supervisor support for turnover intention and

affective commitment mediation, meaning that the higher the supervisor's support, the

higher the affective commitment, and indirectly it will significantly affect the lower

employee turnover intention.

This study examined the effect of organizational support and supervisor support on the

turnover intention with affective commitment as a mediating variable in the Lima Puluh Kota

District Fire Service. Based on the results of hypothesis testing obtained results, H1, H3, H4,

H5, H6, and H7 were accepted, while H2 was rejected. The following is a discussion of the

results of each research hypothesis.

The Effect of Organizational Support on Turnover Intention

The results showed that organizational support has a significant effect on turnover

intention. Hypothesis testing gets negative and significant influence results, so it can be

concluded that the high level of organizational support provided to employees can hinder

turnover intention. Suppose the employee is satisfied with the support provided by the

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1822 Interdisciplinary Social Studies, 2(4), Jan 2023

organization. In that case, the employee feels appreciated for their hard work, so they will stay

in the company and not think about leaving it.

This result is reinforced by a statement from Perryer et al. (2010), which states that if the

organization gives a positive impression or positive impact on employees, the employee

automatically chooses to stay in the company. However, if the organization is felt to provide a

negative impression on employees, this can cause employees to leave the company. The same

statement was also expressed by Ghosh et al. (2019). The results of this study stated that support

in the workplace is a force that can bind employees and their organizations. It also emphasizes

the important role of organizational support creating a good impression to reduce turnover

intentions. The results of the research are also supported by the results of research from Islam

et al. (2018), Maertz et al. (2007), and Dawley et al. (2010), which also reveal that high

organizational support will have a significant negative effect on turnover intention.

The Effect of Supervisor Support on Turnover Intention

The test results obtained a path coefficient of -0.177 with a t-statistic value of 1.544 <

1.960 and a p-value of 0.123 > 0.050. From these results, it can be concluded that there is a

negative but insignificant influence between supervisor support on turnover intention, meaning

that the higher the supervisor's support does not affect employees' turnover intentions, there

are other factors that may be more able to reduce the occurrence of employee turnover

intention.

Supervisor support must go through other variables to affect employee turnover intentions.

Such as the research results obtained by Dysvik and Kuvaas (2010). In shaping employee

attitudes, the perceived support of supervisors affects the commitment of employees, which

affects the intention to stop working.

Previous studies also support this statement, namely by Cho et al. (2009) and Afzal et al.

(2019). It was stated that there is a negative but insignificant influence between supervisor

support on turnover intention, meaning that the higher the supervisor's support does not affect

employee turnover intentions.

Effect of Affective Commitment on Turnover Intention

The results showed a significant negative influence between affective commitment and

turnover intention. It can be concluded that an employee's high affective commitment tends to

reduce turnover intention. Effectively committed employees will have a sense of belonging to

the organization and a stronger desire to stay with the organization. Affective commitment

refers to the emotional connection of members to the organization. People want to continue

working for the organization because they agree with its goals and values. People with a high

level of affective commitment desire to remain in the organization and are willing to help to

achieve the company's goals. This result is strengthened by research by Perryer et al. (2010)

and Addae et al. (2006). Yousaf et al. (2014) suggest that affective commitment significantly

negatively affects turnover intention. The higher the sense of affective commitment in

employees, the more it will inhibit the occurrence of turnover intention.

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1823 Interdisciplinary Social Studies, 2(4), Jan 2023

The Effect of Organizational Support on Affective Commitment

The results showed a significant positive influence between organizational support and

affective commitment, meaning that the higher the organizational support, the higher the

employee affective commitment. The organizational support felt by the Lima Puluh Kota

District fire team can foster employee affective commitment. To increase affective

commitment, organizations need various ways of providing support to workers, including

performance appraisal programs, reward systems, development programs (e.g., training), and

career development so that employees will feel valued because the organization cares about the

development of its employees. When employees feel supported by the organization, they show

more ties to the organization and are less likely to leave it.

The above statement is reinforced by some of the results of previous research by Arshadi

and Hayavi (2013), Aubé et al. (2007), and Islam et al. (2015) which stated that organizational

support has a significant positive effect on affective commitment, meaning that the higher the

support that an organization provides to its employees, the higher the affective commitment

within an employee.

The Effect of Supervisor Support on Affective Commitment

The results showed that supervisor support significantly positively affected affective

commitment. In this case, it can be concluded that the high level of supervisor support will also

increase the high sense of affective commitment. When an employee receives support from a

supervisor, the employee will be more likely to work for the organization, invest in the

organization's well-being, and become more effectively committed.

Perceived supervisor support alludes to how employees view their bosses as caring about

them and valuing their contributions. The support provided is a form of care and respect that

they give to employees, providing a positive organizational climate, such as social support and

concern for employee welfare; As a result, employees are more likely to experience increased

commitment levels.

The above statement is also reinforced by several previous research results, such as van

Gelderen and Bik (2016), Simosi (2012), and Bashir and Long (2015), which suggests that

supervisor support has a significant positive effect on affective commitment. The more satisfied

the employee is with the support and care provided by the supervisor, the higher the sense of

affective commitment in the employee.

The Effect of Organizational Support on Turnover Intention Through Mediation of

Affective Commitments

The results showed that there is a significant negative influence between organizational

support for turnover intention through the mediation of affective commitments, meaning that

the higher the organizational support will have a significant effect on the higher the affective

commitment and indirectly will have a significant impact on the lower the turnover intention

official. Increased perceived organizational support leads to an increase in affective

commitment and a reduction in turnover intentions.

Employees who believe their organization is supportive will feel obligated to be loyal to

their organization and can cultivate affective commitment so that employees will not think

about leaving their workplace. Employee perception of organizational support will have a

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1824 Interdisciplinary Social Studies, 2(4), Jan 2023

positive impact on affective commitment. It can reduce turnover intentions, meaning that if the

organization gives a positive impression or impact on employees, the employee automatically

chooses to stay in the company. However, if the organization is felt to provide a negative

impression on employees, this can cause employees to leave the company. The above statement

is supported by several previous research results, namely Ghosh et al. (2019), Islam et al.

(2015), and Tumwesigye (2010), which both revealed that there is a significant negative

influence between organizational support for turnover intention through the mediation of

affective commitment, meaning that the higher the organizational support will have a

significant effect on the higher the affective commitment and indirectly will have a significant

impact on the lower the turnover intention official.

The Effect of Supervisor Support on Turnover Intention Through Mediation of Affective

Commitments

The results showed a significant negative influence between supervisor support for

turnover intention and affective commitment mediation, meaning that the higher the

supervisor's support, the higher the affective commitment, and indirectly it would have a

significant effect on the lower the turnover intention official. Suppose an employee is satisfied

with the support provided by the supervisor so that it can increase affective commitment. In

that case, effectively committed employees will have a sense of belonging to their organization

and a stronger desire to stay with it.

Supervisor support plays an essential role in counteracting the intention to quit. If

individuals do not perceive that they are supported, especially by leaders, they are more likely

to have turnover intentions. Supervisors must focus on creating a positive perception of support

among employees and gaining job satisfaction and affective commitment. This statement is

supported by several research results, namely Fazio et al. (2017), Kahumuza and Schlechter

(2008), and Nichols et al. (2016), who say that there is a significant negative influence between

supervisor support for turnover intention and mediation of affective commitment, meaning that

the higher the supervisor's support will have a significant effect on the higher the affective

commitment, and indirectly will have a significant impact on the lower employee turnover

intentions.

CONCLUSION

The results showed that organizational support significantly affects turnover intention, so

it can be concluded that the high level of organizational support provided to employees can

hinder turnover intention. Furthermore, the results showed that the supervisor's support did not

have a significant effect on turnover intention, meaning that the higher the supervisor's support

could not suppress the occurrence of turnover intention.

The results also showed a significant influence between affective commitment and

turnover intention. It can be concluded that an employee's high affective commitment tends to

reduce turnover intention. Furthermore, the results showed a significant influence between

organizational support and affective commitment, meaning that the higher the organizational

support, the higher the employee affective commitment. The organizational support felt by the

Lima Puluh Kota District firefighting team can foster employee affective commitment.

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1825 Interdisciplinary Social Studies, 2(4), Jan 2023

The results showed that supervisor support had a significant effect on affective

commitment. In this case, it can be concluded that the high level of supervisor support will also

increase the high sense of affective commitment. When an employee receives support from a

supervisor, the employee will be more likely to work for the organization, invest in the

organization's well-being, and become more effectively committed.

The results showed a significant influence between organizational support for turnover

intention through the mediation of affective commitments, meaning that the higher the

organizational support, the higher the affective commitment, and indirectly it will have a

significant effect on the lower employee turnover intention.

The results showed a significant negative influence between supervisor support for

turnover intention and mediation of affective commitment, meaning that the higher the

supervisor support, the higher the supervisor's support, the higher the affective commitment,

and indirectly it will reduce the occurrence of employee turnover intention.

Researchers can research a variety of more diverse institutions and companies. According

to several previous studies, turnover intention often occurs in companies compared to official

agencies. For respondents, subsequent researchers are expected not to focus on one gender

alone as researchers do today. Turnover intention can occur in all genders and can get more

optimal results.

Other researchers can add other research variables and constructs, such as workload and

job satisfaction, which may affect turnover intention. Subsequent research can be carried out

in different regions, for example, areas with more diverse employment, so that the study results

can be generalized.

REFERENCES

Aamodt, M. G. (2015). Industrial/organizational psychology: An applied approach. Cengage

Learning.

Addae, H. M., Parboteeah, K. P., & Davis, E. E. (2006). Organizational commitment and

intentions to quit: An examination of the moderating effects of psychological contract

breach in Trinidad and Tobago. International Journal of Organizational Analysis, 14(3).

https://doi.org/10.1108/19348830610823419

Afzal, S., Arshad, M., Saleem, S., & Farooq, O. (2019). The impact of perceived supervisor

support on employees' turnover intention and task performance: Mediation of self-

efficacy. Journal of Management Development, 38(5). https://doi.org/10.1108/JMD-03-

2019-0076

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance

and normative commitment to the organization. Journal of Occupational Psychology,

63(1). https://doi.org/10.1111/j.2044-8325.1990.tb00506.x

Arshadi, N., & Hayavi, G. (2013). The effect of perceived organizational support on affective

commitment and job performance: Mediating role of OBSE. Procedia - Social and

Behavioral Sciences, 84. https://doi.org/10.1016/j.sbspro.2013.06.637

Aubé, C., Rousseau, V., & Morin, E. M. (2007). Perceived organizational support and

organizational commitment: The moderating effect of locus of control and work

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1826 Interdisciplinary Social Studies, 2(4), Jan 2023

autonomy. Journal of Managerial Psychology, 22(5).

https://doi.org/10.1108/02683940710757209

Bakker, A. B., Demerouti, E., & Sanz-Vergel, A. I. (2014). Burnout and work engagement:

The JD–R approach. Annual Review of Organizational Psychology and Organizational

Behavior, 1(1), 389–411.

Baron, A. R. & Greenberg, J. (2003). Organizational behaviour in organization: Understanding

and managing the human side of work. Canada: Prentice Hall.

Bashir, N., & Long, C. S. (2015). The relationship between training and organizational

commitment among academicians in Malaysia. Journal of Management Development,

34(10). https://doi.org/10.1108/JMD-01-2015-0008

Chen, Z. X., Tsui, A. S., & Farh, J. L. (2002). Loyalty to supervisor vs. organizational

commitment: Relationships to employee performance in China. Journal of Occupational

and Organizational Psychology, 75(3). https://doi.org/10.1348/096317902320369749

Cho, S., Johanson, M. M., & Guchait, P. (2009). Employees intent to leave: A comparison of

determinants of intent to leave versus intent to stay. International Journal of Hospitality

Management, 28(3). https://doi.org/10.1016/j.ijhm.2008.10.007

Dawley, D., Houghton, J., & Bucklew, N. (2010). Perceived organizational support and

turnover intention: The mediating effects of personal sacrifice and job fit. Journal of

Social Psychology, 150(3). https://doi.org/10.1080/00224540903365463

Domínguez-Falcón, C., Martín-Santana, J. D., & de Saá-Pérez, P. (2016). Human resources

management and performance in the hotel industry: The role of the commitment and

satisfaction of managers versus supervisors. International Journal of Contemporary

Hospitality Management, 28(3). https://doi.org/10.1108/IJCHM-08-2014-0386

Dysvik, A., & Kuvaas, B. (2010). Exploring the relative and combined influence of mastery-

approach goals and work intrinsic motivation on employee turnover intention. Personnel

Review, 39(5). https://doi.org/10.1108/00483481011064172

Eisenberger, R., Malone, G. P., & Presson, W. D. (2016). Optimizing perceived organizational

support to enhance employee engagement. Society for Human Resource Management and

Society for Industrial and Organizational Psychology, 2.

Eisenberger, R., Stinglhamber, F., Vandenberghe, C., Sucharski, I. L., & Rhoades, L. (2002).

Perceived supervisor support: Contributions to perceived organizational support and

employee retention. Journal of Applied Psychology, 87(3). https://doi.org/10.1037/0021-

9010.87.3.565

Fazio, J., Gong, B., Sims, R., & Yurova, Y. (2017). The role of affective commitment in the

relationship between social support and turnover intention. Management Decision, 55(3).

https://doi.org/10.1108/MD-05-2016-0338

Gatling, A., Shum, C., Book, L., & Bai, B. (2017). The influence of hospitality leaders'

relational transparency on followers' trust and deviance behaviors: Mediating role of

behavioral integrity. International Journal of Hospitality Management, 62.

https://doi.org/10.1016/j.ijhm.2016.11.010

Ghosh, P., Goel, G., Dutta, T., & Singh, R. (2019). Turnover intention among liquid knowledge

workers: a study of Indian insurance professionals. Journal of Global Operations and

Strategic Sourcing, 12(2). https://doi.org/10.1108/JGOSS-10-2017-0040

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1827 Interdisciplinary Social Studies, 2(4), Jan 2023

Islam, T., Ahmed, I., & Ahmad, U. N. B. U. (2015). The influence of organizational learning

culture and perceived organizational support on employees' affective commitment and

turnover intention. Nankai Business Review International, 6(4).

https://doi.org/10.1108/NBRI-01-2015-0002

Islam, T., Ali, G., & Ahmed, I. (2018). Protecting healthcare through organizational support to

reduce turnover intention. International Journal of Human Rights in Healthcare, 11(1).

https://doi.org/10.1108/IJHRH-03-2017-0012

Ismajli, N., Zekiri, J., Qosja, E., & Krasniqi, I. (2015). The importance of motivation factors

on employee performance in Kosovo municipalities. Journal of Public Administration

and Governance, 5(1). https://doi.org/10.5296/jpag.v5i1.7082

Kahumuza, J., & Schlechter, A. F. (2008). Examining the direct and some mediated

relationships between perceived support and intention to quit. Management Dynamics,

17(3).

Karatepe, O. M., & Kaviti, R. (2016). Test of a mediational model of organization mission

fulfillment: evidence from the hotel industry. International Journal of Contemporary

Hospitality Management, 28(5). https://doi.org/10.1108/IJCHM-09-2014-0464

Kurtessis, J. N., Eisenberger, R., Ford, M. T., Buffardi, L. C., Stewart, K. A., & Adis, C. S.

(2017). Perceived organizational support: A meta-analytic evaluation of organizational

support theory. Journal of Management, 43(6).

https://doi.org/10.1177/0149206315575554

Lyu, Y., Zhu, H., Zhong, H. J., & Hu, L. (2016). Abusive supervision and customer-oriented

organizational citizenship behavior: The roles of hostile attribution bias and work

engagement. International Journal of Hospitality Management, 53.

https://doi.org/10.1016/j.ijhm.2015.12.001

Maertz, C. P., Griffeth, R. W., Campbell, N. S., & Allen, D. G. (2007). The effects of perceived

organizational support and perceived supervisor support on employee turnover. Journal

of Organizational Behavior, 28(8). https://doi.org/10.1002/job.472

Mathis, R. L., & Jackson, J. H. (2002). Manajemen sumber daya manusia. Salemba Empat.

Mosadeghrad, A. M. (2013). Quality of working life: An antecedent to employee turnover

intention. International Journal of Health Policy and Management, 1(1).

https://doi.org/10.15171/ijhpm.2013.07

Nichols, H. M., Swanberg, J. E., & Bright, C. L. (2016). How does supervisor support influence

turnover intent among frontline hospital workers: The mediating role of affective

commitment. Health Care Manager, 35(3).

https://doi.org/10.1097/HCM.0000000000000119

Perryer, C., Jordan, C., Firns, I., & Travaglione, A. (2010). Predicting turnover intentions: The

interactive effects of organizational commitment and perceived organizational support.

Management Research Review, 33(9). https://doi.org/10.1108/01409171011070323

Qureshi, M. I. (2012). Job stress, workload, environment and employees turnover intentions:

Destiny or choice. Archives Des Sciences, 65(8).

Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization:

The contribution of perceived organizational support. Journal of Applied Psychology,

86(5). https://doi.org/10.1037/0021-9010.86.5.825

Organizational and Supervisor Support on Turnover Intention Mediated by Affective Commitment

1828 Interdisciplinary Social Studies, 2(4), Jan 2023

Robbins, S. P., & Judge, T. A. (2013). Perilaku organisasi: Organizational behaviour.

Salemba Empat.

Shanock, L. R., & Eisenberger, R. (2006). When supervisors feel supported: Relationships with

subordinates' perceived supervisor aupport, perceived organizational support, and

performance. Journal of Applied Psychology, 91(3). https://doi.org/10.1037/0021-

9010.91.3.689

Shuck, B., Twyford, D., Reio, T. G., & Shuck, A. (2014). Human resource development

practices and employee engagement: Examining the connection with employee turnover

intentions. Human Resource Development Quarterly, 25(2).

https://doi.org/10.1002/hrdq.21190

Simosi, M. (2012). Disentangling organizational support construct: The role of different

sources of support to newcomers' training transfer and organizational commitment.

Personnel Review, 41(3). https://doi.org/10.1108/00483481211212959

Sparks, K., Faragher, B., & Cooper, C. L. (2001). Well‐being and occupational health in the

21st century workplace. Journal of Occupational and Organizational Psychology, 74(4),

489–509.

Tumwesigye, G. (2010). The relationship between perceived organisational support and

turnover intentions in a developing country: The mediating role of organisational

commitment. African Journal of Business Management, 4(6).

Tuzun, I. K., & Kalemci, R. A. (2012). Organizational and supervisory support in relation to

employee turnover intentions. Journal of Managerial Psychology, 27(5).

https://doi.org/10.1108/02683941211235418

van Gelderen, B. R., & Bik, L. W. (2016). Affective organizational commitment, work

engagement and service performance among police officers. Policing, 39(1).

https://doi.org/10.1108/PIJPSM-10-2015-0123

Wong, Y. W., & Wong, Y. T. (2017). The effects of perceived organisational support and

affective commitment on turnover intention: A test of two competing models. Journal of

Chinese Human Resource Management, 8(1). https://doi.org/10.1108/JCHRM-01-2017-

0001

Yousaf, S., Latif, M., Aslam, S., & Saddiqui, A. (2014). Impact of financial and non financial

rewards on employee motivation. Middle-East Journal of Scientific Research, 21(10).

https://doi.org/10.5829/idosi.mejsr.2014.21.10.21756