Describes how each variable mentioned in the hypotheses was measured and cites published scales where appropriate (internal consistencies of the multi-item scales should be reported in this section of the paper if appropriate). that are in the case below:

Abstract

The study looks at turnover intentions and supervisory support relationship. The data were obtained from surveys issued to 752 potential participants, of which 448 responded (60% response success rate). The findings found that the employees who reported receiving supervisory support had low turnover intentions. Managers are expected to consider the positive impact of supervisory support on the limitation of turnovers. The survey adds to past research on the value of supervisory support in organizations.

Supervisory Support

Organizations always need employees that are skilled and right for the jobs. Having the right employees for a given leads to an organization being successful and profitable. The retaining of employees depends on several factors, including ensuring that there is supervisory support inside the organization. The support that the employees receive from the supervisors can help promote a positive work environment in an organization. There are various roles that supervisors can play in the organization to promote positive work environments, such as being a coach, providing the necessary resources, or boosting the morale of the employees through encouragement. The survey aimed to predict the impact of supervisory support on retaining employees.

Literature

Past literature has shown that the involvement of supervisors in solving issues inside the workplace improves the conditions inside the workplace, resulting in the improvement of the employees' attitudes, which results in higher retaining levels for organizations (Eisenberger et al., 2001). A supervisor can help an employee by ensuring that decluttering is achieved, which deals with jumbled-up materials such as papers that can result in limitations in the organizational workflow. The types of support that a supervisor can offer in such situations include developing solutions, inspiring, and guiding to reduce turnovers in organizations (Allen et al., 2003).

Situations where an employee feels that they are valued can result in them being loyal to their employers. Past studies show that there is a high chance of workers increasing their levels of effort and going above and beyond if they feel valued (Eisenberger et al., 1990). The perception of being valued is due to the confidence that they will likely receive future benefits. It has been reported that individuals who perceive that they are valued are not likely to look for employment in another company (Loi et al., 2006). The motivation of future benefits inside their companies makes them not look for other options. Human beings always need social contact in various situations; as a result, people tend to value those that can offer them social contact (Hill, 1987). Organizations that can give employees social or emotional support have the best chances of developing the best workers.

It is expected that the individuals who perceive that their organizations value them and look out for them are less likely to consider joining other organizations; thus, there are low turnovers since they have satisfied employees.

Hypothesis 1:Taking time to learn about an employee's career goals and aspirations (SUPPORT1) is negatively related to employees thinking about leaving their jobs (TURNOVER1)

Hypothesis 2:Providing an employee with advice on the improvement of performance (SUPPORT2) is negatively related to employees' thoughts of leaving their jobs (TURNOVER1)

Hypothesis 3:Provision of assignments resulting in developing and strengthening of new skills (SUPPORT5) is negatively related to employee's consideration of leaving their jobs (TURNOVER 1)

Method

Participants

There were 752 employees who received the request for participation and 448 responded, which translates to 60% of people who agreed to participate in the survey. They were randomly chosen from the organizations. The demographic characteristics of the group were not considered, as randomization was used to seek participants.

Procedure

Surveys were sent to 752 potential participants, of which 448 agreed to participate and respond to the study. The surveys sent out also had information on what participating in the survey meant for each participant. The participants' consent was requested, and no form of threat was issued to the participants to get their cooperation. The participants were also free to exit or not continue with the survey if they felt uncomfortable with the questions asked in the survey. Anonymity was also considered in the survey, with no information that could be traced back to the participants collected. The method used in collecting information was also not harmful or damaging to the participants; one had the freedom to not continue with the survey without offering any reason for quitting.

Measures

The survey used an even-point scale. The scale ranged from one to seven. The data was analyzed using JASP software to look for correlations and regression. The reliability of the data was also measured. The data on supervisory support was collected using the first variable on supervisor having time to learn about an employee's career goals and aspirations, the second on providing an employee with advice on improving performance, and the provision of assignments resulting in the development and strengthening of new skills. Responses on the three variables were collected using a scale ranging from one to seven, "strongly disagree to strongly agree." The turnover intention was collected using the variable of whether one was contemplating leaving their current job. The data on the turnover intention was collected using a scale ranging from one to five, that is, "strongly disagree to strongly agree."

Results

The data's reliability index was above the recommended level of .70 (Point estimate = 0.77). Using the JASP, it was found that supervisorial support had a significant negative relation with employees' consideration of leaving their jobs (r= -0.24, p < .001). Supervisorial support had a significant negative relation with employees' thoughts of leaving their jobs (r= -0.29, p < .001). Also, supervisory support had a significant negative correlation with employees' consideration of leaving their jobs (r= -0.33, p < .001). The supervisory support was related to turnover intentions (F= 19.830, p<.001). Twelve percent of turnover intention variance was attributed to supervisory support (R² = .12, F=19.830, p< .001). Supervisory support had a mean turnover intention of 4.877 (SD= 1.79, SE= 0.09). Supervisory had a mean of 5.20 (SD= 1.57, SE =0.08), and turnover intention had a mean of 4.49 (SD= 1.61, SE= 0.08).

The first hypothesis, a negative relation between taking time to learn about an employee's career goals and aspirations and employees thinking about leaving their jobs, is supported by the results from the survey (r= -0.24, p< .001). The second, providing an employee with advice on improving performance is negatively related to employees' thoughts of leaving their jobs, is supported by the results from the survey (r= -0.29, p<.001). The third hypothesis, provision of assignments resulting in the development and strengthening of new skills is negatively related to employees' consideration of leaving their jobs, is supported by the results that were found from the study (r= -0.33, p<.001). The three supervisory support variables' relationship with turnover intention was also significant, supporting the three hypotheses. The supervisory support index score of 5.67 also supported the hypotheses in the study.

Discussion

The survey was interested in turnover intentions and supervisory support relationships. The findings from the survey highlighted that supervisory support could result in turnover reductions within a company. Consistent with Allen et al. (2003) study, the survey found that supervisory support, such as support of an employee's career, can reduce any thought of an employee changing organizations. The findings also showed that an increase or the presence of assignments that help employees acquire new skills results in employees' satisfaction with an organization and, as a result, a reduction of the thoughts of wanting to change organizations. The survey showed that positive feedback, for example, where an employee can improve their performance level, can reduce the intentions of changing employers. The survey adds to past literature highlighting supervisory support's role in turnover intentions. It also highlights the importance of a positive relationship between an employer and an employee.

Strength and Limitation, and Future Research

The strength of the survey is that the influence of external issues, such as demographics, is reduced through the random sampling of the participants considered in the survey. Despite the randomization of the samples, issues can still arise with trying to generalize the findings to the public. Factors such as time can affect a later attempt to adapt the findings to a larger population. The characteristics of groups can change with time, and the characteristics of the individuals used in the survey can also change. The preference of people wanting or preferring individual gains is mainly associated with individualism, and thus a shift towards collectivism for a given society can present challenges. Adapting the findings to people who believe in collectivism can also be an issue. Future research must consider the issues likely to make data generalization challenging.

Implication

The finding offers a way through which organizations can manage turnovers inside their organization. Having positive relationships with employees will likely result in employee retention. Supervisors can play an essential role in ensuring that the employees are happy with the organization since they mostly interact with the employees. The managers need to support the supervisors to maintain positive relationships with the employees, leading to low turnover intentions.