The effect of perceived organizational support on job embeddedness: Mediating role of person-job fit

Today, the contributions of the employees to the organization and the performance they show are very important for the organizations to be successful, to reach their goals, objectives and to survive. For this reason, the value, contribution and support which organizations give their employees is very important in this direction. Another important issue for organizations is person-job fit. The compliance of the employee with his/her job and the harmony between his/her talents and job enabled him/her to do his/her job more devotedly and lovely. Ensuring full person-job fit within the organization will contribute to the integration, commitment and embeddedness of the employee to his/her job. Main purpose of this study was to investigate the mediating role of person-job fit in the effect of organizational support on job embeddedness. Within this scope, data of the research were collected by using questionnaire technique from 274 employees working at the public and private banks located in Kastamonu. Data of the research were tested with descriptive statistical analyses (frequency, mean, standard deviation, skewness, kurtosis), correlation analysis, regression analysis and hierarchical regression analysis. In the context of the findings of the research, it was revealed that perceived organizational support has a positive and significant effect on person-job fit and job embeddedness with its subdimensions (fit, links and sacrifice). It was found that person-job fit also has a positive and significant effect on job embeddedness and its subdimensions (fit, links and sacrifice). In addition, it was concluded that person-job fit has a partial mediating effect in the effect of perceived organizational support on job embeddedness and its subdimensions, which is the main hypothesis of the research.