ORGANIZATIONAL IDENTITY AS A MEDIATOR BETWEEN HUMAN RESOURCE (HR) PRACTICES AND TURNOVER INTENTION

Abstract

This research explores the impact of HR practices on employees' turnover intentions and the mediating role of organizational identity in this relationship. By operationalizing the concept of "social identification," the study integrates social identity theory and self-determination theory to provide a comprehensive framework for understanding how HR practices contribute to employee retention. The findings reveal that training and engagement programs, as well as fair recruitment processes, significantly reduce turnover intentions by enhancing organizational identity. Employees develop emotional attachment, value alignment, and a sense of identification with the organization through the mediating effect of organizational identity. This research addresses two gaps in the current literature by focusing on both operational efficiency and cultural integration, offering valuable insights for reducing turnover rates. The practical applications emphasize the development of systems that engage all staff members to foster long-term organizational commitment. The study acknowledges limitations such as the reliance on self-reported data and a cross-sectional design, suggesting future research should adopt longitudinal and multi-sectoral approaches. Overall, these results enhance retention theory and offer a strategic guide for effective HR management.