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Intention to quit and the role of dark personality and perceived organizational support: A moderation and mediation model

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  • Luke Treglown
  • Katarina Zivkov
  • Anthony Zarola
  • Adrian Furnham

Abstract

This study investigated the role of individual differences (dark personality) and situational factors (perceived organisational support) in explaining intention to quit. Four hundred and fifty-one (50 of which females) ambulance personnel completed three questionnaires (Hogan Development Survey; Perceived Organisational Support Survey; and a single item Intention to Quit measure) as a part of a selection and development assessment. Employees high on Excitable, Sceptical, and Mischievous, but low on Colourful were found to have greater intentions to quit. Additionally, employees high on Excitable, Sceptical, Reserved, and Leisurely, but low on Dutiful and Diligent had lower perceptions of organisational support. Structural Equation Modelling revealed that perceived organisational support plays both a mediating and moderating role on dark personality and intention to quit. Theoretical implications of personality’s role in perceived organisational support and intention to quit are discussed.

Suggested Citation

  • Luke Treglown & Katarina Zivkov & Anthony Zarola & Adrian Furnham, 2018. "Intention to quit and the role of dark personality and perceived organizational support: A moderation and mediation model," PLOS ONE, Public Library of Science, vol. 13(3), pages 1-13, March.
    • Handle: RePEc:plo:pone00:0195155
    DOI: 10.1371/journal.pone.0195155
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    References listed on IDEAS

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    Cited by:

    1. Asier Baquero, 2022. "Job Insecurity and Intention to Quit: The Role of Psychological Distress and Resistance to Change in the UAE Hotel Industry," IJERPH, MDPI, vol. 19(20), pages 1-20, October.
    2. Pinna, Roberta & De Simone, Silvia & Cicotto, Gianfranco & Malik, Ashish, 2020. "Beyond organisational support: Exploring the supportive role of co-workers and supervisors in a multi-actor service ecosystem," Journal of Business Research, Elsevier, vol. 121(C), pages 524-534.

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