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1- Department of Management, Faculty of Economics and Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran.
2- Department of Management, Faculty of Economics and Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran. ,r-nia@um.ac.ir
3- Department of Management, Faculty of Economics and Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran.
4- Department of Islamic Management, Institute for Islamic Studies in Humanities, Ferdowsi University of Mashhad, Mashhad, Iran.
2- Department of Management, Faculty of Economics and Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran. ,
3- Department of Management, Faculty of Economics and Administrative Sciences, Ferdowsi University of Mashhad, Mashhad, Iran.
4- Department of Islamic Management, Institute for Islamic Studies in Humanities, Ferdowsi University of Mashhad, Mashhad, Iran.
Abstract: (290 Views)
ABSTRACT
Purpose:Effective interaction with employees is one of the main challenges in human resource management. In many organizations, despite employees’ financial satisfaction, the turnover rate remains high, which may result from weak interpersonal relations and inappropriate managerial behaviors. Managerial decency, as an ethics-based managerial approach, is recognized as an influential factor in reducing employees’ turnover intention.
Methodology:This applied, descriptive–survey research aimed to examine the effect of managerial decency on employees’ turnover intention and the moderating role of perceived organizational support. The statistical population consisted of permanent employees of the Khorasan Razavi Electric Power Distribution Company, from which 384 participants were selected using Morgan’s table. Data were collected through validated questionnaires and analyzed using structural equation modeling (SEM).
Findings:The results indicated that higher levels of managerial decency lead to a decrease in employees’ turnover intention, and perceived organizational support strengthens this relationship. In other words, when employees perceive greater support from their organization, the positive effect of ethical and human-centered managerial behavior on employee retention becomes stronger.
Conclusion:Humanistic and ethical managerial behaviors, combined with effective organizational support, can enhance employees’ commitment and retention. The novelty of this study lies in introducing and localizing the concept of managerial decency within the Iranian organizational context and in examining the moderating role of perceived organizational support in this relationship.
Purpose:Effective interaction with employees is one of the main challenges in human resource management. In many organizations, despite employees’ financial satisfaction, the turnover rate remains high, which may result from weak interpersonal relations and inappropriate managerial behaviors. Managerial decency, as an ethics-based managerial approach, is recognized as an influential factor in reducing employees’ turnover intention.
Methodology:This applied, descriptive–survey research aimed to examine the effect of managerial decency on employees’ turnover intention and the moderating role of perceived organizational support. The statistical population consisted of permanent employees of the Khorasan Razavi Electric Power Distribution Company, from which 384 participants were selected using Morgan’s table. Data were collected through validated questionnaires and analyzed using structural equation modeling (SEM).
Findings:The results indicated that higher levels of managerial decency lead to a decrease in employees’ turnover intention, and perceived organizational support strengthens this relationship. In other words, when employees perceive greater support from their organization, the positive effect of ethical and human-centered managerial behavior on employee retention becomes stronger.
Conclusion:Humanistic and ethical managerial behaviors, combined with effective organizational support, can enhance employees’ commitment and retention. The novelty of this study lies in introducing and localizing the concept of managerial decency within the Iranian organizational context and in examining the moderating role of perceived organizational support in this relationship.
Keywords: Managerial decency, turnover intention, perceived organizational support, Social exchange theory Electricity Distribution Company of Khorasan Razavi Province
Type of Study: Research |
Subject:
Ethics & Administrative Integrity
Received: Apr 27 2025 | Accepted: Sep 30 2025
Received: Apr 27 2025 | Accepted: Sep 30 2025
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