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

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.