Examining the Impact of Perceived Support for Human Resource Development Practices on Employee Intention to Turnover Through Job Satisfaction and Organizational Commitment

Abstract

Due to a lot of employee turnover in the banking sector, operations become disrupted, and costs go up. This study investigates the effects of Perceived Support for HRD Practices (PSHRD) on employee Intention to Turnover, with both Job Satisfaction and Organizational Commitment as mediators, guided by Organizational Support Theory (OST). A survey was distributed to 453 officers and managers in banks in Islamabad and Rawalpindi using stratified random sampling. SEM was chosen in Smart PLS 4 to study how PSHRD, OC, JS and IT are connected. The results demonstrate that PSHRD decreases IT (β = -0.42, p < 0.01) and JS (β = 0.52) and OC (β = 0.39) help to explain this relationship. Higher job satisfaction seemed to explain more of the relationship between recreation and performance than organizational commitment did. It points out that career development, supporting learning, mentorship and providing rewards linked to performance help employees feel happy in their jobs, stick around and be more committed. It also adds to OST by proving that attitudinal pathways can link HRD strategies to turnover intentions. Further investigations should examine what long-lasting results sustainable HRD programs achieve in different industries for employee stability.

Keywords: Perceived Support for HRD Practices, Job Satisfaction, Organizational Commitment, Intention to Turnover, SmartPLS 4, Banking Sector, Organizational Support Theory, Structural Equation Modeling