Mitigating the Impact of Work Pressure on Employee Withdrawal Behaviors: The Mediating Role of Perceived Organizational Support

Abstract

This study investigates the effect of work pressure on employee withdrawal behaviors, with particular emphasis on the mediating role of perceived organizational support (POS). Drawing on a quantitative cross-sectional design, data were collected from 417 employees across diverse organizational settings. Statistical analyses were conducted using the Statistical Package for the Social Sciences (SPSS), including descriptive statistics, correlation, regression, and mediation analysis.
The findings indicate that work pressure significantly increases withdrawal behaviors, including absenteeism, lateness, and turnover intentions. In contrast, job satisfaction, empowerment, and perceived organizational support significantly reduce these negative outcomes. Importantly, perceived organizational support was found to partially mediate the relationship between work pressure and withdrawal behaviors, highlighting its buffering role.
These findings extend existing literature by demonstrating how organizational support mechanisms function as critical resources in mitigating the adverse effects of workplace stress. The study provides practical insights for organizations seeking to enhance employee well-being and reduce disengagement.