Document Type



Doctor of Business Administration


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First Advisor's Name

Fred O. Walumbwa

First Advisor's Committee Title

Committee chair

Second Advisor's Name

Arun Updadhyay

Second Advisor's Committee Title

Committee member

Third Advisor's Name

George Marakas

Third Advisor's Committee Title

Committee member

Fourth Advisor's Name

Ronald Mesia

Fourth Advisor's Committee Title

Committee member


Perceived Organizational Support, Perceived Career Mobility, Organizational Commitment, Job Satisfaction, Job Performance, Turnover

Date of Defense



This research was intended to develop and test a model that examines the influence of perceived organizational support, perceived career mobility, job satisfaction, and affective organizational commitment on contextual job performance and turnover intentions. To do so, the study integrates three major theories to help explain the hypothesized relationships. For example, drawing on the concept of organizational equilibrium (March & Simon, 1958), which provides the foundational literature on turnover intentions, we use social exchange theory (Blau, 1964; Homans, 1961; Thibaut & Kelley, 1959) to explain the influence of perceived organizational support. Theories of human capital and economic opportunity are used to frame perceived career mobility. Finally, Herzberg’s (1966) dual satisfaction theory is used to frame job satisfaction and organizational commitment.

The study sample consisted of 261 retained subjects from various industries in North America who belonged to the Amazon Mechanical Turk (Mturk) community. Statistical Package for the Social Sciences (SPSS V. 27) software was used to analyze the data. Smart PLS V.3 PLS-SEM (Ringle, Wende, & Becker, 2015) was used for the measurement and structural model analysis of the data and to test the hypotheses. The results suggest that as employees’ perception of organizational support increases, turnover intentions decreased as evaluated by measuring their relationships with the organization through their affective organizational commitment and job satisfaction. This suggests that psychological processes may influence these relationships.

Decision-makers can use the results of this study to formulate strategies to keep employees motivated for optimal performance, which will help to reduce the turnover rate within their organizations.





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