Determination of the impact of personnel empowerment and perceived organizational support on the impact of strategic human resources management on job satisfaction and intention to quit

Strategic human resources management (SHRM) refers to the implementation of human resources practices in line with the goals and expectations of both firms and employees by integrating these practices with business strategies. SHRM, a management approach adopted by organization managers to improve organizational performance and gain competitive advantage, provides organizations with a strategic power by increasing employees' organizational commitment and job satisfaction. In this regard, this study aims to determine both the mediating and serial mediating roles of employee empowerment and perceived organizational support in the effect of SHRM on job satisfaction and intention to quit, and the moderating role of job satisfaction in the effect of employee empowerment and perceived organizational support on intention to quit. For this purpose, data were collected using the convenience sampling method from 600 employees who were employed in the human resources departments of manufacturing companies operating in an organized industrial zone in Turkey. Both construct validity (convergent validity and discriminant validity) and confirmatory factor analyzes of the scales used in the study were performed, and the results were compared by using the variance-based (SmartPLS 3.2) and covariance-based (LISREL 8.7) structural equation modeling analyzes both to determine the relationships between variables and to test the research hypotheses. As a result, SHRM positively affected the employee empowerment and perceived organizational support, increased job satisfaction, and reduced intention to quit in employees. In addition, employee empowerment had a partial mediating effect in the effect of SHRM on job satisfaction. Perceived organizational support had a partial mediating effect in the effect of SHRM on intention to quit. Employee empowerment and job satisfaction had a serial mediating effect in the effect of SHRM on intention to quit. Moreover, job satisfaction had a full mediating effect in the effect of employee empowerment on intention to quit, and a partial mediating effect in the effect of perceived organizational support on intention to quit. Job satisfaction had a reducing moderation effect in the relationship between employee empowerment, perceived organizational support and intention to quit. All results were statistically significant.