Mentoring functions and turnover intention: the mediating role of perceived organizational support

By Joon Hyung Park, Alexander Newman, Lili Zhang, Chen Wu, A. Hooke. 2016

119 citations recorded by the source corpus.

Despite an increasing number of studies investigating the effects of mentoring on employee work outcomes, limited attention has been placed on the relationship between mentoring functions and turnover intentions. In this study, we examined the relationship between mentoring functions and turnover intentions, and the mediating role of perceived organizational support (POS) on this relationship. Using data collected from 176 employees in three Chinese banks, we found that POS partially mediated the relationship between mentoring functions and employees' turnover intentions.

Subfields: Clinical Psychology, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/05a4e049c036b775ff784b7d8eb8a9b4f90d199e

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Ceylan Alkan
2. Yilmaz Akgunduz
3. Özge Gök

In Organizational Behavior and Human Resource Management

1. Helen Weadon
2. Isthofaina Astuty
3. Qingguo Zhai
4. Ceylan Alkan
5. Yilmaz Akgunduz
6. Udin Udin
7. Özge Gök
8. Saifang Wang

In Social Psychology

1. Helen Weadon
2. Qingguo Zhai
3. Ceylan Alkan
4. Yilmaz Akgunduz
5. Özge Gök
6. Saifang Wang

Citations in the corpus

• The Effect of Perceived Organizational Support and Transformational Leadership on Affective Commitment and Employee Performance (2020, background): “In POS theory, when employees feel that they are supported by the organization, their sense of responsibility for the organization’s welfare and goals increases (Park et al., 2016).”
• Perceived organizational support, employee creativity and proactive personality: The mediating effect of meaning of work (2018, background): “Individuals want to maintain the benefits and financial relationships they perceive in mutual relationships (Park et al., 2016).”
• Thriving at work as a mediator of the relationship between workplace support and life satisfaction (2020, background): “There are many ways to create a supportive work environment through the formation of HR policies (Ryan & Kossek, 2008; Park et al., 2016).”