The purpose of this study was to ascertain whether perceived organisational support moderated the relationship between turnover intention and training participation. The sample comprised 4316 employees in 2002 and 5757 employees in 2003, from the State Government Public Service. Data was collected via surveys. Multiple hierarchical regressions were conducted. The findings offer limited support for the hypothesized moderating influence of perceived organisational support. The interaction between perceived organisational support and training participation did significantly contribute to the prediction of turnover in time 1 and time 2. Furthermore, as anticipated, training participation was negatively related to turnover intention and this relationship was stronger in climates were organisational support was perceived to be low rather than high. However, longitudinal analysis revealed that given the effect of other variables, the interaction between perceived organisational support and training participation, did not significantly contribute to the prediction of turnover intentions. An implication of these findings is that employers who are striving to manage turnover, should focus on managing perceived organisational support rather than training participation

Banks, Tamara D.

Neal, Andrew

Yeo, Gillian B.

English

Queensland University of Technology ePrints Archive

 iReference: Banks, T., Yeo, G. & Neal, A. (2004). Turnover and training: The influence of perceived organisational support, Australian Journal of Psychology, 56, 145.  Copyright 2004 Taylor & Francis  Abstract:  The purpose of this study was to ascertain whether perceived organisational support moderated the relationship between turnover intention and training participation. The sample comprised 4316 employees in 2002 and 5757 employees in 2003, from the State Government Public Service. Data was collected via surveys. Multiple hierarchical regressions were conducted. The findings offer limited support for the hypothesized moderating influence of perceived organisational support. The interaction between perceived organisational support and training participation did significantly contribute to the prediction of turnover in time 1 and time 2. Furthermore, as anticipated, training participation was negatively related to turnover intention and this relationship was stronger in climates were organisational support was perceived to be low rather than high. However, longitudinal analysis revealed that given the effect of other variables, the interaction between perceived organisational support and training participation, did not significantly contribute to the prediction of turnover intentions. An implication of these findings is that employers who are striving to manage turnover, should focus on managing perceived organisational support rather than training participation.  

Turnover and training: The influence of perceived organisational support

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   COVER SHEET    Banks, Tamara D. and Yeo, Gillian B. and Neal, Andrew (2004) Turnover and training: The influence of perceived organisational support. In Proceedings 4th UQ Symposium on Organisational Psychology, University of Queensland, Brisbane.  Copyright 2004 (please consult author)  Accessed from   http://eprints.qut.edu.au           Turnover & Training: The Influence of Perceived Organisational SupportTamara Banks, Gillian Yeo & Andrew NealUniversity of QueenslandIntroductionThe purpose of this study is to ascertain whether perceived organisational support (POS) moderates the relationship between training and turnover. Recent research suggests that supportive human resource practices are positively related to POS (Allen, Shore, & Griffeth, 2003). It is commonly believed that employees develop global beliefs regarding organisational support based on indictors of concern for employee well-being. Furthermore, research has found that POS is negatively related to turnover (Eisenberger et al, 2002). Thus individuals who perceive their employers to be supportive would be less likely to search for alternative jobs and more likely to be loyal. It is suggested that people in climates of high POS participate in training for different reasons than people in climates of low POS. Consequently the correlation between training and turnover would differ depending on POS. Therefore, it is hypothesised that that in a climate where POS is low, training will increase perceptions of support resulting in a negative relationship between training and turnover. Alternatively, in a climate where POS is high, training will have minimal impact on perceived support. Under this condition turnover will not differ between employees who participate in training and those who do not.MethodThe sample comprised 4316 employees in 2002 and 5757 employees in 2003, from the State Government Public Service. From this sample, 2002 data could be matched with 2003 data for 1248 staff. Data was collected via surveys. To measure turnover, participants rated their intentions in relation to a series of turnover statements that were adapted from Blau (1988) and reflected a combination of withdrawal-related attitudes. To measure training, participants rated their intentions in relation to a series of statements pertaining to formal training. To measure POS, participants rated their POS in relation to statements which were drawn from a measure developed by Eisenberger et al. (1986). Internal consistency estimates of reliability were computed for all scales. Coefficient alpha values ranged from .82 to .94, all indicating satisfactory reliability.Results & DiscussionTable 1 presents the results from the regression analyses at time 1, time 2 and longitudinally. The findings offer limited support for the hypothesized moderating influence of POS on the relationship between training and turnover. The interaction between POS and training did significantly contribute to the prediction of turnover in time 1 (F (8, 1766) = 31.68, p <.001) and time 2 (F (8, 3834) = 61.84, p <.001). Furthermore, as anticipated, training was negatively related to turnover and this relationship was stronger in climates where POS was low rather than high. However, the longitudinal analysis revealed that once the influences of age, time 1 turnover and time 2 POS were controlled for, the time 2 interaction between POS and training, did not significantly contribute to the prediction of time 2 turnover. These results suggest that POS moderates the cross-sectional relationship between training participation and turnover intentions, but that it does not moderate the longitudinal relationship between training participation and changes in turnover intentions. Thus the direction of causality is unclear.Application of FindingsWhile training may have many beneficial outcomes, the present research suggests that training may have limited application as an intervention for reducing turnover. Nevertheless, the cross-sectional interactions suggest that training may have most application in climates where POS is low. In these conditions, training may increase perceptions of support resulting in reductions in turnover. However based on the longitudinal findings, it is suggested that employers who are striving to manage long term turnover, should focus more on managing POS rather than training.T a b le  1  R e g re s s io n  a n a ly s e s  a s s e s s in g  p re d ic to r s  o f  tu rn o v e r  in te n t io n  a t  T im e  1 ,  T im e  2  a n d  L o n g itu d in a lly   T im e  1  T im e  2  L o n g itu d in a l    S te p  1  S te p  2  S te p  3  S te p  1  S te p  2  S te p  3  S te p  1  S te p  2  S te p  3  S te p  4  S te p  5  S te p  6  C o n t r o ls              A g e  -0 .1 7 * *  - 0 .1 9 * *  - 0 .1 9 * *  - 0 .1 8 * *  - 0 .1 8 * *  - 0 .1 8 * *  - 0 .2 2 * * -0 .1 3 * * - 0 .1 3 * *  - 0 .1 4 * *  - 0 .1 3 * *  - 0 .1 3 * *  G e n d e r  - 0 .0 6 *  - 0 .0 4  -0 .0 4  - 0 .0 8 * *  - 0 .0 8 * *  - 0 .0 8 * *  - 0 .0 4  -0 .0 2  - 0 .0 1  - 0 .0 1  -0 .0 1  - 0 .0 1  E m p lo y m e n t  S ta tu s   0 .0 0  - 0 .0 1  -0 .0 1   0 .0 3   0 .0 3   0 .0 3  - 0 .1 1 *  - 0 .0 9  - 0 .0 9  - 0 .0 9  -0 .0 7  - 0 .0 7  G e o g r a p h ic a l L o c a t io n   0 .0 6 *   0 .0 7 *   0 .0 7 *   0 .0 5 *   0 .0 6 * *   0 .0 6 * *   0 .0 3   0 .0 1   0 .0 0   0 .0 0   0 .0 0   0 .0 1  T e n u r e  in  A g e n c y  -0 .0 1  - 0 .0 2  -0 .0 2   0 .0 3   0 .0 0    0 .0 0  - 0 .0 3  -0 .0 5  - 0 .0 5  - 0 .0 5  -0 .0 6  - 0 .0 6  P re d ic to r s              T u r n o v e r  T 1          0 .5 4 * *   0 .5 1 * *   0 .5 1 * *   0 .4 9 * *   0 .4 9 * *  T r a in in g  T 1    0 .0 1   0 .0 1        0 .0 3   0 .0 3   0 .0 2   0 .0 3  P O S  T 1   - 0 .3 0 * *  - 0 .3 0 * *       - 0 .0 8 *  - 0 .0 8 *  - 0 .0 3  - 0 .0 4  T r a in in g  x  P O S   T 1    - 0 .0 6 *        - 0 .0 1   0 .0 0   0 .0 1  T r a in in g  T 2       0 .0 6 * *   0 .0 6 * *       0 .0 1   0 .0 0  P O S  T 2      - 0 .2 7 * *  - 0 .2 7 * *      - 0 .1 8 * *  - 0 .1 8 * *  T r a in in g  x  P O S  T 2       - 0 .0 5 *       - 0 .0 6               R 2    0 .0 4    0 .1 2    0 .1 3    0 .0 4    0 .1 1    0 .1 1    0 .0 6    0 .3 0    0 .3 1    0 .3 1    0 .3 3    0 .3 4  R 2  C h a n g e    0 .0 4    0 .0 8    0 .0 0    0 .0 4    0 .0 8    0 .0 0    0 .0 6    0 .2 5    0 .0 1    0 .0 0    0 .0 2    0 .0 0  F  1 2 .8 7  3 5 .4 0  3 1 .6 8  2 9 .6 0  6 9 .2 2  6 1 .8 4    8 .2 5  4 8 .6 4  3 7 .4 0  3 3 .2 0  3 0 .2 2  2 8 .0 4  D f  5 ,  1 7 6 6 7 ,  1 7 6 6  8 ,  1 7 6 6 5 ,  3 8 3 4 7 ,  3 8 3 4 8 ,  3 8 3 4 5 ,  6 7 6  6 ,  6 7 6  8 ,  6 7 6  9 ,  6 7 6  1 1 ,  6 7 6 1 2 ,  6 7 6N o te .  * p < .0 5  * * p < .0 0 1   

Turnover and training: The influence of perceived organisational support

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