The impact of human resource development (HRD) practices on job satisfaction and intent to leave: Moderating role of perception of organizational politics (POP)

Abstract

This study uses a framework of social exchange theory and attempts to better understand the impact of human resource development (HRD) practices on job satisfaction and intent to leave. Furthermore, the perception of organizational politics (POP) is explored as a moderator between the relationships of HRD practices with employees’ job satisfaction and intent to leave. In earlier studies, the impact of HRD practices has been observed on employees’ job satisfaction and intent to leave, but this study extends the body of knowledge by empirically investigating the moderating role of POP on the relationship between HRD practices, job satisfaction, and intent to leave. Primary data from 40 respondents working in public sector departments are collected through a survey questionnaire. Results show that HRD practices have a significant impact on job satisfaction and intent to leave with the moderating effect of perception of organizational politics. This study can have a sizeable role in the current knowledge domain and may be helpful for organizations in formulating human resource management functions in the departments of the government of Punjab. As a future direction, this study may be moved further throughout Pakistan in the private sector with a larger sample size.