This study examines the rela ti onship between suppor ti ve human resource prac ti ces (SHRPs) and inten ti on to quit (ITQ) by taking into considera ti on the media ti ng role of a ffec ti ve commitment (AC) and the modera ti ng role of perceived supervisor support (PSS). A cross‐sec ti onal survey design resulted in a final sample of 507 employees from di fferent industries in Bosnia and Herzegovina. To test the hypotheses, structural equa ti on modeling and hierarchical regression were used. The results showed that SHRPs are related favorably to ITQ. Furthermore, AC was found to be an important mediator of the rela ti onship, whereas the evidence for a modera ti ng role of PSS was par ti al. Keywords: suppor ti ve HR prac ti ces, a ffec ti ve commitment, perceived supervisor support, inten ti on to quit, Bosnia and Herzegovina SUPPORTIVE HUMAN RESOURCE PRACTICES AND INTENTION TO QUIT: THE ROLE OF AFFECTIVE COMMITMENT AND PERCEIVED SUPERVISOR SUPPORT Emil Knezovi ć Interna ti onal University of Sarajevo eknezovic@ius.edu.ba Hakan Atlı Interna ti onal University of Sarajevo hakanatli16@gmail.com Kerim Lojo Interna ti onal University of Sarajevo lojokerim@gmail.com Ognjen Ri đi ć Interna ti onal University of Sarajevo oridic@ius.edu.ba Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 21 1 INTRODUCTION Human resource (HR) prac ti ces have been an important topic in the last few decades (Boon, Den Hartog, & Lepak, 2019; Memon, 2014). According to Collins (2006), the e ffec ti ve implementa ti on of human resource prac ti ces in companies is an impor ‐ tant source of compe titi ve advantage and posi ti vely a ffects organiza ti onal performance. An organiza ‐ ti onal capacity to support employees through di ffer ‐ ent mechanisms is considered to be an integral part of employee reten ti on (Pradhan, Srivastava, & Jena, 2019). This means that an organiza ti on has to go be ‐ yond monetary incen ti ves to a more socio ‐emo ‐ ti onal exchange of resources. Keeping employees in a company has never been of higher importance. The context of Bosnia and Herzegovina (B&H) is very specific because it is char ‐ acterized by high unemployment and a massive brain Abstract Vol. 11, No. 2, 21 ‐36 doi:10.17708/DRMJ.2022.v11n02a02 Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 22 Emil Knezovi ć, Hakan Atlı, Kerim Lojo, Ognjen Ri đi ć: Suppor ti ve Human Resource Prac ti ces and Inten ti on to Quit: The Role of A ffec ti ve Commitment and Perceived Supervisor Support drain in recent years, which leads to a business strug ‐ gle to keep employees not just within companies but within the country as well (Knezovi ć, Bušatli ć, & Ri đi ć, 2020). This problem in many developing countries is a consequence of both government and business negligence. Although government tends to keep a high number of people employed within the public sector and put addi ti onal burdens on the private sec ‐ tor, employees tend to experience several issues in the workplace. For example, employees tend to be underpaid compared with the company’s actual earnings, work over ti me without being paid, and face low development opportuni ti es (Haski ć, 2018). Fur ‐ thermore, there is a serious divergence between writt en policies and job descripti ons and what is ac ‐ tually expected from the employees. This is harmful to employees and thus increases their chances of leaving the company. In a country in which many companies share the same approach to employees, the next logical step is to migrate. To inves ti gate employee reten ti on, researchers have focused on di fferent sets of HR prac ti ces (Combs, Liu, Hall, & Ketchen, 2006). Therefore, there are di fferent conceptualiza ti ons of these sets, rang ‐ ing from very general, such as “HR system” or “HR bundle,” to more specific conceptualiza ti ons such as “high performance,” “high commitment,” or “high involvement” (Boon et al., 2019). In contrast to pre ‐ vious sets with an exhaus ti ve list of HR prac ti ces, in this study we used the opera ti onaliza ti on of support ‐ ive human resource prac ti ces (SHRPs) developed by Allen, Shore, and Gri ffeth (2003). Their ra ti onale was based on a social exchange theory in which support of employees results in employees’ support to the organiza ti on. What clearly dis ti nguishes SHRPs from other HR prac ti ces is that they are perceived as an investment in employees that an organiza ti on is not required to o ffer at all or to o ffer to some employees (Eisenberger, Hun ti ngton, Hutchison, & Sowa, 1986). SHRP is more individually focused because it signals to employees that the organiza ti on cares about and values them. Several researchers have demonstrated that perceived investment by employees results in higher employee reten ti on (Huselid, 1995). This is possible through par ti cipa ti on in the decision ‐mak ‐ ing process (PDMP), the fairness of rewards or dis ‐ tribu ti ve jus ti ce (DJ), and growth opportuni ti es (GOs) (Allen et al., 2003). In the B&H context, in which job security is one of the main goals for employees (Kne ‐ zovi ć et al., 2020), a suppor ti ve environment is of im ‐ mense importance. Regardless of the name, the dominant amount of research shows the favorable rela ti onship be ‐ tween HR sets of prac ti ces and di fferent levels of or ‐ ganiza ti onal performance (Chadwick, 2010). One of the problems in the rela ti onship lies in the inconsis ‐ tency of prac ti ces within the same ‐labeled systems. This divergence results from three decades of re ‐ search (Huselid, 1995; Boselie, Dietz, & Boon, 2005; Katou, 2011). The set of SHRPs proposed by Allen et al. (2003) is yet to be validated and tested across the di fferent popula ti ons. Allen et al. (2003) used two samples from the United States: salespeople work ‐ ing in the beauty and cosme ti cs areas, and insurance agents of a large na ti onal insurance company. Biswas et al. (2020) replicated the study using HR managers in Bangladesh. Therefore, the first objec ti ve of this study was to validate suppor ti ve HR prac ti ces on the general popula ti on of employees in B&H. Furthermore, as Dyer and Reeves (1995) pro ‐ posed, the rela ti onship between HR prac ti ces and organiza ti onal performance exists at di fferent levels, but a more direct rela ti onship is at the bo tt om of the performance pyramid. This is especially important in terms of turnover decisions because they can be in ‐ fluenced at di fferent levels of the organiza ti on. Al ‐ though abundant research exists on the rela ti onship between human resource management (HRM) and employee reten ti on (Ramlall, 2003; Aguenza & Som, 2018), li tt le work has explained how they are related. This unexplored e ffect of HR prac ti ces on di fferent levels of performance is known as the “black box” (Boselie et al., 2005). Because there s ti ll is a need to inves ti gate possible underlying mechanisms that as ‐ sociate HR prac ti ces and employee reten ti on, some researchers have argued that organiza ti onal commit ‐ ment can be observed as a mediator, especially be ‐ tween a suppor ti ve environment and turnover (Rhoades, Eisenberger, & Armeli, 2001; Allen et al., 2003). Because the concept of organiza ti onal com ‐ mitment is very broad, Mercurio (2015) argued that a ffec ti ve commitment (AC) is more directly related to the organiza ti onal outcomes than behavioral and transacti onal constructs of commitment. Impor ‐ tantly, using the conserva ti on of resources theory, which is based on accumula ti on, protecti on, and re ‐ Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 23 plenishment of personal resources (Hobfoll, 1989), we can argue that by inves ti ng in SHRPs and making them well ‐func ti oned, the emo ti onal bond that em ‐ ployees exhibit toward the organiza ti on, or simply the AC, should be stronger. Therefore, the second objec ti ve of this study was to test whether SHRPs are related to employee reten ti on in the context of B&H by considering the media ti ng role of AC. The support that employees receive can be ob ‐ served through the lens of the organiza ti onal and su ‐ pervisors’ support. Because organiza ti onal support usually is observed through formal policies and pro ‐ cedures, the role of supervisor support was given more a tt en ti on recently. As a person who highly influ ‐ ences the atmosphere in which employees learn and develop, a supervisor becomes a focal point (Ellinger, Ellinger, & Keller, 2003; Škerlavaj, Černe, & Dysvik, 2014). In par ti cular, if employees perceive their orga ‐ niza ti on and supervisor to be suppor ti ve, they tend to engage more with their work and their organiza ti on. Therefore, support is a concept that has a mul ti dimen ‐ sional e ffect on the organiza ti on, and thus it can be considered to be a valuable moderator between the input ac ti vi ti es and outcomes. To e ffec ti vely perceive any kind of organiza ti onal support, employees have to understand that the organiza ti on is willing to invest in them. Nishii and Wright (2008) proposed the strate ‐ gic human resource management (SHRM) framework, in which the employees’ percep ti on was an important element when predic ti ng employees’ reac ti ons. As HR prac ti ces become more suppor ti ve, employees’ reac ‐ ti ons tend to be more favorable toward the organiza ‐ ti on. The person that can transmit the most e ffec ti ve support to employees is their supervisor. Therefore, the third objec ti ve of this study was to inves ti gate the modera ti ng role of supervisors’ support on the rela ‐ ti onship between SHRPs and employee reten ti on. 2 THEORETICAL BACKGROUND AND HYPOTHESES 2.1 Employee Reten ti on As the work environment becomes more dy ‐ namic, businesses invest more in a tt rac ti ng and keeping key employees (Aguenza & Som, 2018). A concept that has been of immense importance is employees’ inten ti on to leave in the future. Ahmad (2018) described it as “an employee’s cogni ti ve re ‐ sponse to the working condi ti ons of a par ti cular or ‐ ganiza ti on and to the economic condi ti on of a na ti on as a whole, which s ti mulates an employee for the search of a be tt er alterna ti ve job and manifest as the intent to leave an organiza ti on voluntarily” (p. 79). Simplis ti cally, it is a situa ti on in which an employee has planned to leave the organiza ti on (Saeed, 2014). Booth and Hamer (2007) considered this situa ti on to have nega ti ve consequences for the organiza ti on be ‐ cause it clearly presents weaknesses in terms of managing employees’ behavior. Because the concept of reten ti on received tremendous a tt en ti on in the recent period, Mathi ‐ maran and Kumar (2017) conceptualized e ffec ti ve re ‐ ten ti on, describing it as “a systema ti c e ffort by employers to create and foster an environment that encourages current employees to remain employed by having policies and prac ti ces in place that address their diverse needs” (p. 17). In essence, companies are figh ti ng to keep their best employees in the local and interna ti onal market because reten ti on is not only for keeping a company’s employees but also is a great ad ‐ ver ti sing tool for be tt er recruitment. According to Luthans, Norman, Avolio, and Avey (2008), di fferent components of a suppor ti ve work environment can play a crucial role in overall employee a tti tudes and behaviors, which are keys to the employees staying in the organiza ti on. For example, Naz et al. (2020) found a significant rela ti onship between a suppor ti ve work environment and employee reten ti on. The rela ti on ‐ ship was not direct, because organiza ti onal commit ‐ ment and person–organiza ti on fit mediated it. This shows that the rela ti onship between organiza ti onal characteris ti cs and employee reten ti on is complex, and di fferent elements o ft en have to match to pro ‐ duce the desired result. Although the concept of human resource prac ‐ ti ces has been present for decades (Beer, 1984), there is a great ques ti on of whether employees believe in those prac ti ces. The behaviors of employees and their percep ti ons of human resource prac ti ces di ffer from employee to employee (Nishii & Wright, 2008). The nature of employees’ percep ti ons can di ffer depend ‐ ing on how their manager or supervisor tends to im ‐ plement human resource prac ti ces (Wright, 2001). This is why it is important to understand employees’ percep ti ons toward SHRPs on the individual level. Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 24 Emil Knezovi ć, Hakan Atlı, Kerim Lojo, Ognjen Ri đi ć: Suppor ti ve Human Resource Prac ti ces and Inten ti on to Quit: The Role of A ffec ti ve Commitment and Perceived Supervisor Support 2.2 Suppor ti ve HR Prac ti ces A vast amount of research has been devoted to examining systema ti cally human resource prac ti ces (Boon et al., 2019). The main idea behind suppor ti ve HR practi ces lies in developing a suppor ti ve work environment. This approach is founded on the be ‐ havioral perspec ti ve of HRM that considers a tti tudes and behaviors of employees as major antecedents of organiza ti onal performance (Schuler & Jackson, 1987). Recalling the “black box” phenomenon, Biswas et al. (2020) introduced the individual ‐level a tt ributes that should explain more precisely the mechanism through which HR prac ti ces contribute to organiza ti onal performance. This was in line with the argument by Allen et al. (2003) that SHRPs are designed to influence, in the first place, individual a tti tudes and behaviors and, through them, organi ‐ za ti onal performance. This dis ti nguishes SHRPs from the other sets of HR prac ti ces. Because there are rel ‐ a ti vely few studies of this par ti cular set of HR prac ‐ ti ces, to validate them we followed the proposals of Allen et al. (2003). Together, as a complementary set, SHRPs can contribute to overall organiza ti onal e ffec ti veness. Huselid (1995) argued that human resource prac ‐ ti ces that contribute to employees’ development or mo ti va ti on should increase employee reten ti on. Huselid also found significant evidence that human resource prac ti ces play a nega ti ve role in employee turnover . This is why the development and selec ti on of specific SHRPs are crucial to the long ‐term sur ‐ vival of a company. In par ti cular, a suppor ti ve envi ‐ ronment that is characterized by a larger extent of employee integra ti on with the processes, trans ‐ parency, and development opportuni ti es enhances the bond with the organiza ti on. When employees feel support from the organiza ti on, they are more likely to feel obliged to repay the organiza ti on with higher produc ti vity and involvement, and eventually to stay with the organiza ti on. This argument is founded on Gouldner’s (1960) reciprocity concept, that s ti ll is a widely used paradigm in organiza ti onal behavior studies (Gervasi, Falde tt a, Pellegrini, & Maley, 2021). Although the rela ti onship between HRM and employee turnover is very popular, there is a lack of research regarding SHRP, especially in a non ‐Western context (Biswas et al., 2020). There ‐ fore, we propose the following hypothesis: H1: There is a nega ti ve rela ti onship between sup ‐ por ti ve HR prac ti ces (decision ‐making process, fair ‐ ness of rewards or distribu ti ve jus ti ce, and growth opportuni ti es) and inten ti on to quit (ITQ). 2.3 The Media ti ng Role of A ffec ti ve Commitment The essence of suppor ti ve human resource prac ‐ ti ces lies in social ‐exchange theory, which explains the cost–benefit rela ti onship between two par ti es (Allen et al., 2003; Koster & Gutauskaite, 2019). If an organiza ti on can show that it cares about its employ ‐ ees, the employees tend to be more a tt ached to the organiza ti on. AC represents the emoti onal bond be ‐ tween employees and an organiza ti on that is devel ‐ oped over ti me by the interac ti on of di fferent elements, forces, and people and that, therefore, is not broken easily (Meyer, Stanley, Herscovitch, & Topolnytsky, 2002; Knezovi ć & Greda, 2021). Marescaux, de Winne, and Sels (2012) argued that the percep ti on of favorability is the key factor related to AC. They explained the rela ti onship between HR prac ti ces and AC through two aspects: social ‐ex ‐ change rela ti onship, and distribu ti ve preference. For example, an organiza ti on that provides more social ‐ emo ti onal resources and fair distribu ti on is expected to have a more commi tt ed workforce. Furthermore, because employees consider suppor ti ve HR prac ti ces to be a “sign of apprecia ti on, commitment and trust towards them” (Marescaux et al., 2012, p. 333), they are more willing to exhibit higher commitment to the organiza ti on. Because SHRPs are designed specifically to be perceived as an investment in or recogni ti on of par ‐ ti cular employees (Allen et al., 2003), they can be ob ‐ served as voluntary prac ti ces of the organiza ti on. Employees that are more involved in deciding the di ‐ rec ti on the organiza ti on will take (Appelbaum & Sluja, 2013), perceive higher growth opportuni ti es within the current organiza ti on, and are treated fairly, which is an important determinant of trust and belief in the organiza ti on (McFarlin & Sweeney, 1992), tend to be more commi tt ed, especially on an emo ti onal level (Knezovi ć & Greda, 2021). In developing countries, where the basic working condi ti ons very oft en are not met, organiza ti ons that manage to go beyond the basics and provide certain investments in employees are considered to be desired employers. Those orga ‐ Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 25 niza ti ons have a reputa ti on for not just being able to a tt ract employees but also to keep them. Therefore, we present the following hypothesis: H2: There is a posi ti ve rela ti onship between sup ‐ por ti ve HR prac ti ces (decision ‐making process, fair ‐ ness of rewards or distribu ti ve jus ti ce, and growth opportuni ti es) and a ffec ti ve commitment. As a predominant construct of commitment, AC is found to be a significant predictor of ITQ (Carayon, Schoepke, Hoonakker, Haims, & Brune tt e, 2006; Ahmad, 2018). As a result of posi ti ve work experi ‐ ence, AC is related favorably to di fferent outcomes such as organiza ti onal ci ti zenship behavior, absen ‐ teeism, and eventual inten ti on to remain with the organiza ti on (Was ti , 2002). Rhoades et al. (2001) stated that there is a higher chance of employee in ‐ volvement in organiza ti onal ac ti vi ti es and inten ti on to stay if they exhibit AC. Haqued, Fernando, and Capu ti (2019) argued that “employees with AC demonstrate posi ti ve inten ti ons to serve their orga ‐ niza ti ons and are likely to think less about qui tti ng their jobs” (p. 51). In par ti cular, employees that ex ‐ hibit high AC are emo ti onally ti ed to the organiza ‐ ti on, and that rela ti onship is hard to break. Therefore, AC can be considered to be a mi ti gator of possible employee withdrawal. Therefore, we propose the following hypothesis: H3: There is a nega ti ve rela ti onship between a ffec ‐ ti ve commitment and inten ti on to quit. Although SHRPs have been presented as a sig ‐ nificant predictor of employees’ turnover, it is obvi ‐ ous that the direct e ffect is rather weak. The “black box” phenomenon indicates that the rela ti onship between HR prac ti ces and di fferent work outcomes is distant and that there is a need to inves ti gate other intervening variables. We argue that the sig ‐ nificant mediator is presented in the AC. This is sup ‐ ported by extensive literature that presented AC as a valid mediator in di fferent workplace rela ti ons, es ‐ pecially those related to turnover inten ti ons (Te tt eh, Osafo, Ansah ‐Nyarko, & Amponsah ‐Tawiah, 2019). The main principle relies on social exchange theory, which emphasizes reciprocity (Fazio, 2017). In par ‐ ti cular, AC tends to be adjusted toward the per ‐ ceived organiza ti onal support or, in this case, per ‐ ceived suppor ti ve HR prac ti ces. If SHRPs are e ffec ti ve, we expect them to s ti mulate AC and, in re ‐ turn, to create a more loyal workforce. Because AC is one of the proximal outcomes of strategic HR prac ti ces, and AC is an important antecedent of em ‐ ployees’ turnover inten ti ons, AC could play a medi ‐ a ti ng role in the rela ti onship between SHRPs and ITQ. Therefore, SHRPs first would influence AC and subsequently would modify the ITQ. Therefore, we propose the following hypothesis: H4: There is a nega ti ve rela ti onship between sup ‐ por ti ve HR prac ti ces (decision ‐making process, fair ‐ ness of rewards or distribu ti ve jus ti ce, and growth opportuni ti es) and inten ti on to quit. 2.4 The Modera ti ng Role of Supervisor Support Some organiza ti onal characteris ti cs tend to be more suitable for HR prac ti ces than others. One is perceived support from the organiza ti on and imme ‐ diate supervisor. Perceived organiza ti onal support is considered to be the degree of valuing employ ‐ ees’ contribu ti ons to their prosperity (Kumar & Gha ‐ dially, 1989). In other words, when employees see the organiza ti on as being suppor ti ve, they feel more obligated to fulfill all expecta ti ons with greater ef ‐ forts. It can be said that posi ti ve organiza ti onal sup ‐ port makes employees care about the organiza ti on and want to help the organiza ti on achieve its goals, increases employee organiza ti onal commitment, and reduce the tendency for employees to miss work (McColl ‐Kennedy & Anderson, 2002). In recent ti mes, the role of the supervisor devi ‐ ated from the general organiza ti onal support con ‐ cept. In par ti cular, supervisors are the “bridge” between top management and employees, and the success of the company most of the ti me depends on their rela ti onship with the employees. Perceived supervisors’ support is reflected in the degree to which supervisors esteem and take care of the pros ‐ perity of employees (Ko tt ke & Sharafinski, 1988). Employees are prone to consider the organiza ti onal emergency on their well ‐being based on collabora ‐ ti on with their supervisors, which leads to a point at which they can establish a rela ti onship with their Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 26 Emil Knezovi ć, Hakan Atlı, Kerim Lojo, Ognjen Ri đi ć: Suppor ti ve Human Resource Prac ti ces and Inten ti on to Quit: The Role of A ffec ti ve Commitment and Perceived Supervisor Support supervisor in the same way as with the organiza ti on for which they work. PSS can be considered to be an important factor that comes from the organiza ‐ ti on and its commitment (Cole et al., 2006). The su ‐ pervisor’s support is concentrated on the employee’s dedica ti on to the job. Every employee creates their own opinion or belief about the orga ‐ niza ti onal dedica ti on and cares about them by eval ‐ ua ti ng their commitment, which can be presented favorably or unfavorably (Eisenberger et al., 1986). The feeling of being supported implies that workers have common goals and values with the or ‐ ganiza ti on and that they are iden ti fying themselves with an organiza ti on, which results in loyalty to the organiza ti on (Meyer, Allen, & Smith, 1993). As pre ‐ viously men ti oned, perceived organiza ti onal support is trying to fulfill or meet the employees’ socio ‐emo ‐ ti onal needs to make them iden ti fy with the organi ‐ za ti on (Eisenberger et al., 2001), which will increase perceived organiza ti onal support and greater com ‐ mitment. PSS is closely connected with perceived or ‐ ganiza ti onal support. Supervisors are those who create an atmosphere among employees, and in most organiza ti ons they are the key factor in the maintenance and enhancement of employees’ com ‐ mitment (Erdeji, Jovi či ć Vukovi ć, Gagi ć, & Terzi ć, 2016). When employees feel support from a super ‐ visor, it increases their loyalty to the work environ ‐ ment and decreases the inten ti on to leave the organiza ti on (Islam et al., 2013). This is in line with leader–member exchange theory (Dienesch & Liden, 1986), which posi ti ons a leader, in this case a super ‐ visor, as pivotal in enhancing di fferent employee ‐re ‐ lated outcomes. Therefore, we argue the following: H5: There is a nega ti ve rela ti onship between per ‐ ceived supervisor support and inten ti on to quit. However, perceived support also fuels other process–outcome rela ti ons. In par ti cular, the posi ‐ ti ve atmosphere that is created by organiza ti onal support and high supervisor involvement improves the impact of the process on organiza ti onal out ‐ comes. Having an opportunity to par ti cipate in the decision ‐making process will influence employee ‐ related outcomes, but in the presence of relevant suppor ti ng factors such as resources and the proper supervisor a tti tude, the impact should be higher. Employees that are not supported adequately are more reluctant to raise their voice or use opportu ‐ ni ti es for development, and perceive jus ti ce in the organiza ti on as non ‐transparent. Without the proper support, the employees tend to trust the or ‐ ganiza ti onal goals and values less, which creates a situa ti on of discomfort. It is crucially important that the right organiza ‐ ti onal resources and relevant supervisors’ profiles are presented to capture the highest value from the employees (Allen & Meyer, 1990; Liu, Chow, & Huang, 2019). The key here is that support from the organiza ti on and supervisor can be di fferent be ‐ cause both can pursue their interests. When they are aligned around the same goal, we can expect rather powerful outcomes. However, when they are not, the outcomes can be ques ti onable. In par ti cu ‐ lar, employees do not leave the organiza ti on, but their leaders. Pramudita and Sukoco (2018) argued that the employee–supervisor rela ti onship is built on reciprocity, and that when employees receive more support from their supervisor, their perfor ‐ mance increases. Such employees are under a greater obliga ti on to repay, and to do so, they have to stay in the organiza ti on. Therefore, we extend the model by hypothesizing the following: H6: Perceived supervisor support moderates the re ‐ la ti onship between suppor ti ve HR prac ti ces (deci ‐ sion ‐making process, fairness of rewards or distribu ti ve jus ti ce, and growth opportuni ti es) and inten ti on to quit. Figure 1 presents the conceptual model that in ‐ corporates the hypotheses developed in this study. 3 METHODOLOGY 3.1 Par ti cipants and Procedure This research is based on primary data, for which cross ‐sec ti onal data collec ti on was used. Ques ti onnaires were distributed in print and online forms to employees in di fferent industries. This helped us to obtain a large and diverse sample, which was important to mi ti gate the risk of sample Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 27 bias because convenience sampling was used. This method has been used in previous research in which authors encountered problems rela ti ng to the lack of reliable data and databases which contained the elements of the en ti re target popula ti on (Vandek ‐ erkhof, Steijvers, Hendriks, & Voordeckers, 2019). For content accuracy and validity, we used the back ‐transla ti on method because the original con ‐ structs were in the English language. Furthermore, to ensure voluntary par ti cipa ti on and guarantee data privacy, the first page of the ques ti onnaire pro ‐ vided an op ti on to the respondents to decide whether to par ti cipate. A ft er the ini ti al contact, a reminder le tt er was sent one month later. The final sample consisted of 507 employees. Among the respondents, 42% were female and 58% were male employees. On average, respondents were 34 years old, and the majority (73%) was highly educated. More than half of the respondents (56%) had more than five years of work experience. Most worked in small and medium ‐sized enterprises (88%) and were employed in the service sector (60%). 3.2 Measurement The ques ti onnaire contained seven main con ‐ structs. Regarding SHRPs, PDMP was measured using five items. Each item was presented with a seven ‐point Likert scale developed by Steel and Mento (1987), ranging from 1 = “strongly disagree” to 7 = “strongly agree.” DJ was measured using Colqui tt ’s (2001) scale consis ti ng of four items. GOs were measured using four items developed by Weng and Hu (2009). Both DJ and GOs were scored on a five ‐point Likert scale, ranging from 1 = “strongly disagree” to 5 = “strongly agree.” Regarding the modera ti ng constructs, the PSS was measured using four dis ti nc ti ve items ( α = 0.85) developed by Colqui tt (2001). To measure AC, we used six items ( α = 0.91) developed by Rhoades et al. (2001), and for ITQ we adopted Colarelli’s (1984) scale, which contained two items ( α = 0.88). All three constructs were measured on a five ‐point Lik ‐ ert scale, ranging from 1 = “strongly disagree” to 5 = “strongly agree.” 3.3 Analyses 3.3.1 Reliability, Validity, Descrip ti ve Sta ti s ti cs, and Correla ti ons The data used in the study were analyzed in two steps: (1) preliminary analysis, and (2) hypothe ‐ ses tes ti ng. In the preliminary analysis, we checked for reliability and validity concerns using a series of tests (Table 1). Figure 1: Conceptual model Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 28 Emil Knezovi ć, Hakan Atlı, Kerim Lojo, Ognjen Ri đi ć: Suppor ti ve Human Resource Prac ti ces and Inten ti on to Quit: The Role of A ffec ti ve Commitment and Perceived Supervisor Support Table 1: Descrip ti ve sta ti s ti cs, reliability, validity, and correla ti ons Note: N =507. * p < 0.05; ** p < 0.01. CR = composite reliability; AVE = average variance extracted; square roots of AVE values are in parentheses. M SD α CR AVE 1 2 3 4 5 6 1 ITQ 2.43 1.22 0.88 0.89 0.80 (0.89) 2 PSS 3.75 0.86 0.85 0.89 0.67 ‐0.40 (0.82) 3 AC 3.65 0.87 0.91 0.92 0.65 ‐0.58 0.59 (0.81) 4 PDMP 4.74 1.45 0.95 0.95 0.79 ‐0.37 0.65 0.58 (0.89) 5 GOs 3.97 0.88 0.92 0.92 0.75 ‐0.41 0.56 0.62 0.52 (0.86) 6 DJ 3.11 1.09 0.95 0.95 0.81 ‐0.45 0.44 0.42 0.46 0.40 (0.90) Figure 2: Final model with standardized es ti mates Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 29 To test the reliability of responses, Cronbach’s alpha was used. All the variables scored higher than 0.6, which is a common minimum threshold (Hair et al., 2006). The correla ti on between variables mostly was moderate. As expected, the correla ti on of vari ‐ ables with the ITQ was nega ti ve, whereas other cor ‐ rela ti ons were posi ti ve. Furthermore, we performed confirmatory factor analysis (CFA) on our theore ti cal model, because we used the already ‐established constructs. Both convergent and discriminant valid ‐ ity were reached. The results showed that the model fit the data quite well (e.g., x 2 = 928.19, df = 260, x 2 /df = 3.57, confirmatory fit index = 0.944, Tucker–Lewis index = 0.935, and root ‐mean ‐square error of approxima ti on = 0.071). In addi ti on, because we collected the data at a single point in ti me, there was a possibility of com ‐ mon method bias. Following Podsako ff et al.’s (2012) discussion, we performed Harman’s single ‐factor test, a common latent factor test, and a common marker variable test to check for common method bias. The results of all three tests showed that the variance produced by a single factor was below the common threshold of 50%, and thus we could conclude that there was no evidence of common method bias. 3.3.2 Hypotheses Tes ti ng A structural model was used to test the first four hypotheses. The values of the model fit were fairly acceptable (i.e., x 2 = 732.86, df = 179, x 2 /df = 4.09, confirmatory fit index = 0.945, Tucker–Lewis index = 0.935, and root ‐mean ‐square error of approxima ti on = 0.078). The model is presented in Figure 2. To test for the media ti on, we had to ensure that the basic condi ti ons were met, i.e., a significant rela ‐ ti onship between (1) the independent and the depen ‐ dent variables, (2) the independent and the media ti ng variables, and (3) the media ti ng and the dependent variables. The results are presented in Table 2. Table 2: Standardized weights for structural model Note: N =507. *p <0 .05; **p <0 .01. ITQ − R2 = 0.39; AC − R2 = 0.48. Std. es ti mates SE t Note Model 1: Independent and dependent variables PDMP → ITQ −0.11 * 0.04 −2.12 H1 GOs → ITQ −0.23 ** 0.07 −4.28 H1 DJ → ITQ −0.31 ** 0.05 −6.18 H1 Model 2: Independent and media ti ng variables PDMP → AC 0.32 ** 0.03 7.14 H2 GOs → AC 0.41 ** 0.05 8.92 H2 DJ → AC 0.11 * 0.03 2.70 H2 Model 3: Media ti ng and dependent variables AC → ITQ −0.58 ** 0.06 −13.39 H3 Model 4: Full model PDMP → ITQ 0.03 0.04 0.64 — GOs → ITQ −0.03 0.07 −0.57 — DJ → ITQ −0.25 ** 0.05 −5.43 — PDMP → AC 0.32 ** 0.03 7.10 — GOs → AC 0.41 ** 0.05 8.93 — DJ → AC 0.11 ** 0.03 2.74 — AC → ITQ −0.48 ** 0.08 −8.04 — Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 30 Table 4: Modera ti ng e ffect of perceived supervisor support Emil Knezovi ć, Hakan Atlı, Kerim Lojo, Ognjen Ri đi ć: Suppor ti ve Human Resource Prac ti ces and Inten ti on to Quit: The Role of A ffec ti ve Commitment and Perceived Supervisor Support 4 RESULTS The results for Model 1 showed that SHRPs were nega ti vely related to ITQ (PDMP – β = −0.11, p < 0.05; GOs – β = −0.23, p < 0.01; DJ – β = −0.31, p < 0.01), which provides evidence to support H1. Fur ‐ thermore, the rela ti onships between SHRPs and AC were posi ti ve (Model 2: PDMP – β = 0.32, p < 0.01; GOs – β = 0.41, p < 0.01; DJ – β = 0.11, p < 0.05). These results provide su fficient evidence to support H2. Model 3 showed a nega ti ve rela ti onship be ‐ tween AC and ITQ ( β = −0.58, p < 0.01). This indi ‐ cates support for H3. Therefore, we can state that all condi ti ons for media ti ng e ffects were met. Fi ‐ nally, in Model 4, the rela ti onships between certain SHRPs and ITQ became insignificant (PDMP – β = 0.03, p > 0.05 and GOs – β = −0.03, p > 0.05). This indicates full media ti on through AC. Therefore, ad ‐ di ti onal analysis was conducted to check for the in ‐ direct e ffects of SHRPs on the ITQ through AC. The results are presented in Table 3. The indirect e ffect of SHRPs on the ITQ through AC was nega ti ve and significant (Table 3). Therefore, taking all the evidence, we can state that the AC par ‐ ti ally mediates the rela ti onship between DJ and ITQ ( β = −0.06, p < 0.01). In addi ti on, AC fully mediates the rela ti onship between PDMP and ITQ ( β = −0.12, p < 0.01) and the rela ti onship between GOs and ITQ ( β = −0.25, p < 0.05). Therefore, we can conclude that there is su fficient evidence to support H4. For H5 and H6, we performed a hierarchical mul ‐ ti ple regression. The results are presented in Table 4. Table 3: Indirect e ffects through a ffec ti ve commitment with 95% confidence intervals Note: N =507. *p < 0.05; **p < 0.01. Note: N =507. *p < 0.05; **p < 0.01. Media ti on Std. es ti mates Lower Upper Note PDMP → AC → ITQ −0.12 ** −0.16 −0.07 H4 GOs → AC → ITQ −0.25 * −0.35 −0.16 H4 DJ → AC → ITQ −0.06 ** −0.11 −0.02 H4 Model 1 Model 2 Model 3 Note PDMP −0.09 * 0.01 −0.04 GOs −0.23 ** −0.16 ** 0.26 DJ −0.28 ** −0.26 ** −0.25 PSS −0.25 ** 0.22 H5 PDMP×PSS 0.09 H6 GOs×PSS −0.82 * H6 DJ×PSS −0.02 H6 ΔR 2 0.237 0.035 0.014 R 2 0.237 0.272 0.286 Adjusted R 2 0.232 0.266 0.276 ΔF 52.070 ** 23.970 ** 3.250 * Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 31 First, we added SHRPs in Model 1. The results showed a nega ti ve rela ti onship between each prac ‐ ti ce and ITQ. Addi ti onally, SHRPs explained 23.7% of the variance in ITQ. Second, in Model 2, we added PSS as a modera ti ng variable. The values showed that PSS was nega ti vely related to the ITQ ( β = −0.25, p < 0.01) and that it explained 3.5% of the variance in ITQ. Therefore, there is su fficient evi ‐ dence to support H5. Finally, in Model 3, we added interac ti on terms of each SHRPs and perceived su ‐ pervisor support. The results provided evidence that PSS strengthens the nega ti ve rela ti onship only in the case of GOs and ITQ ( β = −0.82, p < 0.05). Therefore, there is par ti al support for H6. The modera ti ng ef ‐ fect of POS is presented in Figure 3. 5 DISCUSSION AND CONCLUSION 5.1 Theore ti cal contribu ti on As B&H experiences a huge brain drain of the well ‐qualified workforce, employee reten ti on is crit ‐ ical. This study inves ti gated the role of SHRPs in em ‐ ployee reten ti on. Furthermore, because the rela ti onship between SHRPs and ITQ is not direct, and the mechanism of the e ffect is s ti ll to be inves ‐ ti gated, we explored possible underlying factors. In par ti cular, we a tt empted to fill the gap by empiri ‐ cally inves ti ga ti ng the rela ti onship between SHRPs and ITQ through the media ti ng role of AC and the modera ti ng role of perceived supervisor support. Although the conceptualiza ti on of SHRP by Allen et al. (2003) is almost two decades old, valida ‐ ti on of the set is s ti ll to be supported (Biswas et al., 2020). In addi ti on to the original valida ti on of the set of SHRP using salespeople and insurance agents in the United States, there was a recent valida ti on using HR managers in Bangladesh. This study con ‐ tributes to the valida ti on of employees across di ffer ‐ ent industries in B&H. Consistent with the study of Allen et al. (2003), we found that SHRPs are related favorably to ITQ. If employees perceive their working environment to be suppor ti ve, they are more likely to exhibit posi ‐ ti ve a tti tudes and behaviors toward the organiza ‐ ti on. This is rooted in social exchange theory and reciprocity, in which SHRPs are considered to be a Figure 3: Moderati ng e ffect of perceived supervisor support on the rela ti onship between growth opportuni ti es and inten ti on to quit Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 32 Emil Knezovi ć, Hakan Atlı, Kerim Lojo, Ognjen Ri đi ć: Suppor ti ve Human Resource Prac ti ces and Inten ti on to Quit: The Role of A ffec ti ve Commitment and Perceived Supervisor Support voluntary investment by the company and, there ‐ fore to create a sense of obliga ti on toward the com ‐ pany. Reciprocity is even more pronounced in terms of the role of AC. Although this study was based on the work of Allen et al. (2003), we diverged from their work by focusing on AC rather than on the overall three ‐element organiza ti onal commitment. This was because AC is the most important of all commitment constructs for predic ti ng di fferent work ‐related outcomes. Our results show that there is a nega ti ve rela ti onship between AC and ITQ. This is in line with the findings of previous works (Rhoades et al., 2001; Haque et al., 2019). One of the major findings of this study is that AC is the me ‐ diator of the rela ti onship between SHRPs and ITQ. Although the role of AC as a mediator in di fferent workplace rela ti ons is rather well explored (Te tt eh et al., 2019), there is a lack of research into the spe ‐ cific SHRPs and ITQ. The results indicated a signifi ‐ cant media ti on, which means that when employees perceive their organiza ti on to be suppor ti ve, primar ‐ ily through HR prac ti ces that are considered to be investments, they are more likely to experience emo ti onal a tt achment to the organiza ti on and even ‐ tually to remain with the organiza ti on. Regarding the modera ti ng role of perceived su ‐ pervisor support, we found mixed results. On the one hand, PSS is nega ti vely related to the ITQ, which is in line with the findings of previous studies (Eisen ‐ berger et al., 2001; Islam et al., 2013). On the other hand, we found par ti al support for the modera ti ng e ffects of PSS on the rela ti onship between SHRPs and ITQ. Specifically, PSS was a moderator signifi ‐ cant only of the rela ti onship between GOs and ITQ. This can be explained by the fact that GOs can be perceived di fferently under di fferent supervisors. Even when they are rela ti vely scarce, suppor ti ve su ‐ pervisors can create an atmosphere in which em ‐ ployees feel that it is possible to progress and therefore that it is worth staying with the organiza ‐ ti on. Employees tend to believe more in supervisors who are suppor ti ve, and as long as they believe that they can progress at work, they are willing to stay with the organiza ti on. Therefore, perceived super ‐ visor support strengthens the rela ti onship between GOs and ITQ. These results provide an extension of the model proposed by Allen et al. (2003), which only dealt with mediators of the basic rela ti onship. 5.2 Prac ti cal Implica ti ons Pertaining to the theore ti cal part, the findings of this study provide some prac ti cal implica ti ons about employee reten ti on. To generate and develop e ffec ‐ ti ve reten ti on strategies, businesses should create a suppor ti ve work environment. Firstly, organiza ti ons should create an environment in which the employ ‐ ees have a voice in the decision ‐making process. This could be achieved by promo ti ng the general involve ‐ ment of employees in the decision ‐making process through formal and informal mee ti ngs or by gran ti ng more autonomy to lower ‐level posi ti ons. Secondly, every employee, at each level, has to be rewarded fairly. These rewards may be anything from compen ‐ sa ti on to vaca ti on, depending on which organiza ‐ ti onal level the employee occupies. This is especially important for companies that have more ‐informal policies toward DJ. Therefore, the communica ti on of such decisions is key in promo ti ng transparency across the company. Thirdly, the employees should have a chance to be promoted within the organiza ‐ ti on, and the best way to provide that is by giving challenging tasks to employees, which will boost their performance. GOs are crucial not just to keep em ‐ ployees, but also to a tt ract new employees. To pro ‐ vide e ffec ti ve opportuni ti es, managers first should understand the career aspira ti ons of employees, whether and to what extent they align with the or ‐ ganiza ti onal goals, and how to compromise between an individual and the company. Furthermore, companies need to understand that SHRPs will not directly influence employees’ decisions to quit. These prac ti ces will spur and create an emo ‐ ti onal bond between employees and the company which eventually will make employees less likely to quit. Although SHRPs are a signal to employees about the company’s inten ti ons (Allen et al., 2003), their ef ‐ fect on employees’ reten ti on is not immediate. There ‐ fore companies must cul ti vate a sustainable suppor ti ve environment in which employees feel that organiza ti onal support is ongoing rather than episodic. Finally, the supervisors’ role cannot be ne ‐ glected because it also explains the model and par ‐ ti ally moderates the rela ti onship between SHRPs and ITQ. Therefore, companies have to consider how to a tt ract and promote employees with par ti c ‐ ular characteris ti cs into supervisory posi ti ons. As Dynamic Rela ti onships Management Journal, Vol. 11, No. 2, November 2022 33 business becomes dynamic, the supervisors’ roles shi ft from universal to individual. In par ti cular, com ‐ panies should look for supervisors who can develop and sustain healthy personal rela ti ons, a one ‐on ‐ one coaching style, and emo ti onal support. 5.3 Limita ti ons and Future Research Like many studies, this study also has some lim ‐ ita ti ons, even though it developed important find ‐ ings regarding suppor ti ve human resource prac ti ces and their contribu ti on to employees’ performance. These limita ti ons can be divided into methodologi ‐ cal and theore ti cal. Firstly, one of the greatest constraints in this study is that it su ffered from the lack of previous re ‐ search conducted in this region about suppor ti ve human resource prac ti ces. This caused a lack of op ‐ portunity to compare our results with those of pre ‐ vious research. Secondly, this study used a cross ‐sec ‐ ti onal data collec ti on ti me ‐frame method, in which the variables were measured in one dis ti nct and lim ‐ ited specific period. 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