Sustainable Quality Perceptions and Consequences: Employee Wellbeing, Intention to Leave and Employee Performance

Arıkan S. , Çankır B.

16 European Congress of Psychology, Moscow, Russia, 2 - 05 July 2019, pp.1-2

  • Publication Type: Conference Paper / Summary Text
  • City: Moscow
  • Country: Russia
  • Page Numbers: pp.1-2


Sustainable Quality Perceptions and Consequences: Employee Wellbeing, Intention to Leave and Employee Performance


Employees’ work related attitudes are affected by their perceptions about their employers and organizations. Employees are generally proud of being the part of successful organizations and being an employee of a successful company is a kind of motivator itself. Sustainable quality perceptions are one of the success criteria that employees take into consideration while they are evaluating their organizations (Çankır and Şahin, 2018). In this study we aimed to find out the role of employees’ sustainable quality perceptions on employees’ intentions to leave and performances. Besides figuring out those associations we also wanted to analyze the mediating role of employee wellbeing in these relations. Our participants consisted of 659 full time employees working in the finance and food sectors in İstanbul.  The data were gathered by using survey methodology by using  Çankır and Eti’s (2017) 13-item Sustainable Quality Perception Scale, Diener et al.’s (2009) 8-item Wellbeing Scale, Babin and Boles’ (1998) 3 item Intention to Leave Scale, and Kirkman and Rosen’s (1999) 4 item Performance Scale. The data were analyzed by using simple, multiple and hierarchical regression analysis, and Sobel tests. The results showed that sustainable quality perceptions predicted employee wellbeing (R2:.26, F: 229.755, β:.509, p<.01), intention to leave (R2:02, F:9.799, β:-0.121,  p<.05) and employees’ performances (R2:.14, F:103,650, β:.369, p<.01). The hierarchical regression analysis and Sobel tests also showed that employee wellbeing acted as a partial mediator between sustainable quality perceptions and performance (Sobel: 9.046, p<.001), and a full mediator between sustainable quality perceptions and intention to leave (Sobel:-3.384, p<.0001). The results once again denoted that quality related efforts of the companies not only have implications on product or service quality and consumer satisfaction, but also on employee wellbeing and related variables as well. Further studies on the antecedents of the sustainable quality perceptions are critical for guiding the organizations, as they also have the potential to point out the possible precursors of employee wellbeing, intention to leave and employee performance

Key Words: Sustainable Quality, Employee Wellbeing, Intention to leave / quit, Performance