ISSN: 2222-6990
Open access
Organisations operating in dynamic environments increasingly emphasise employees’ readiness for change as a critical capability for adaptation. However, its implications for employee retention remain insufficiently understood, particularly in relation to whether such capability-oriented constructs influence employees’ decisions to remain with or leave the organisation. Drawing on Social Exchange Theory (Blau, 1964; Cropanzano & Mitchell, 2005), this study examines how perceived organisational support, perceived supervisor support, and readiness for change influence turnover intention. Data were collected from 340 employees in Malaysia and analysed using multiple regression techniques. The findings indicate that perceived organisational support and perceived supervisor support are significant and negative predictors of turnover intention, highlighting the importance of relational exchange signals in sustaining employee attachment. In contrast, readiness for change does not exhibit a significant relationship with turnover intention, suggesting that cognitive preparedness alone does not translate into retention outcomes. These findings contribute to the literature by distinguishing between capability and attachment mechanisms in shaping employee behaviour. While readiness for change enhances adaptability, it does not anchor employees within the organisation. Instead, relational support appears to be the primary mechanism through which organisations influence retention during periods of change. From a practical perspective, the results suggest that organisations should not assume that developing change-ready employees will automatically reduce turnover. Instead, efforts to enhance adaptability must be complemented by strong organisational and supervisory support to reinforce employee commitment.
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