The effect organizational culture on turnover intent and employee performance: As a moderator of organizational support

In this study the relationship between organizational culture, perceived organizational support, turnover intent and employee performance is examined. Organizational culture is a concept that provides clear communication between its members, a catalyst that provides the integration of new members to the organization and finally an aspect that strenghten the relations between its member and the organization. Accordingly organizational culture can affect organizational attitude.Perceived organizational support is the belief that employees from concerning the extent to which the organization value their contributions and cares about their well-being. When employees feel that their organization is ready to reward their and fullfill their socioemotional needs, they reciprocate this favorable treatment with high performance and willingness to remain with the organization.The main goal of this study is to investigate the relationship between organizational culture, perceived organizational support, turnover intent and employee performance as well as the moderating role of perceived organizational support in this relationship. Participats of the research were 256 employee from a campany in Düzce. Organizational culture were measured using the organizational culture Questinnaire developed by Dorfman and Howell (1988), Erez and Earley (1987), Chen , Meindl ve Hui (1998), Sigler and Pearson (2000), Robbins and Mukerrji (1994) and Hofstede (1991). Perceived organizational support was measured by a shorter (6-item) version of the scale developed by Eisenberger (1986). A four item scale developed by Kirkman and Rosen (1999) was used to measure employee performance. Turnover intent was measured with five items adapted from Bluedorn (1982).The model is tested by appying lineer regression analysis in SPPS program. According to the analysis results;Power distance, uncertainty avoidance, individualism-collectivism and masculine-feminine have a significant effect on perceived support, but power distance has a negative effect on organizational support. Turnover intent is connected with only internal uncertainty avoidance. Employee performance are effective on both internal uncertainty avoidance and power distance. Perceived organizational support acts as the partial mediator in the relantionship between internal uncertainty avoidance and turnover intent. Thus the results provide important contributions to literature both from practial and theoretical perspectivesKey Words: Organizational Culture, Perceived Organizational Support, Turnover İntent, Employee Performance