The Impact of Managerial Decency on Employees\' Turnover Intention Based on the Moderating Role of Perceived Organizational Support (in Persian)

Purpose: Effective interaction with employees is one of the main challenges for 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 effects of managerial decency on employees’ turnover intention using the moderating role of perceived organizational support. The statistical population consisted of permanent employees of the Khorasan Razavi Electric Power Distribution Company, from whom 384 individuals were selected applying Morgan’s table. Data were collected through validated questionnaires and analyzed based on structural equation modeling (SEM). Findings: The results indicate 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 effects of ethical and human-centered managerial behavior on employee retention become stronger. Originality: Humane and ethical managerial behaviors, combined with effective organizational support, can enhance employees’ commitment and retention. The contribution 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.