Abstract:

Today, when global competition has risen rapidly, it has become extremely important for to be able to their strategic goals, to be successful, to maintain their assets for a long time and to gain a competitive advantage in the market, to recruit qualified human capital. In addition to the recruitment of qualified employees, the reduction of the intentions to leave the job and ensuring their identification with the enterprise in which they are a member has also become so important. An important factor that affects employees’ intention to leave work and organizational identification levels is organizational support. The organizational support that is perceived is that employees feel safe by appreciating them by the companies they are members. The purpose of the study is to determine whether the organizational identification has an intermediate role in the impact of the organizational support perception in employees on the intention to leave the job. For this purpose, data were obtained through the survey of 193 employees in the oil enterprises operating in the Edirne province, which form the sample of the research. The data obtained was studied by illustrative and correlation analysis. In addition, to study the mediation effect of organizational identification in the relationship between the detected organizational support and the intention to leave the job, the four-stage regression analysis proposed by Baron and Kenny (1986) and the Sobel Test were used. According to the research findings, the organizational support detected has been found to have a negative impact on the intention of leaving the job, while the instrument variable organizational identification has a positive impact on the intention of leaving the job. In addition, it has been concluded that organizational identification has a negative impact on the intention to leave the job. The analysis found that the relationship between employees’ organizational support perceptions and their intentions to leave the job has a partial mediation effect.

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