The Effect of Perceived Organizational Support on Turnover Intention in the Health and Fitness Industry: A Case Study From Beijing, China

Purpose: The global health and fitness industry has experienced significant growth, particularly in China, where Beijing serves as a central hub for fitness enterprises. However, high employee turnover remains a pervasive issue, threatening service quality, customer loyalty, and long-term business sustainability. This research seeks to explore the issue of employee retention within the health and fitness sector by investigating how Perceived Organizational Support (POS) influences turnover intention. Specifically, it examines the mediating roles of organizational commitment and job burnout, while also considering the moderating effect of Person–Organization Fit (P–O Fit). By exploring these dynamics within the unique cultural and organizational context of Beijing, China, this research sought to provide industry-specific insights into reducing turnover and enhancing employee retention. Introduction/Background: The global fitness industry has experienced rapid growth, with China emerging as a significant market. However, high employee turnover threatens business sustainability and service quality. While POS has been extensively studied in Western contexts, its role in reducing turnover intention within China's fitness sector remains underexplored. Furthermore, the interplay between POS, organizational commitment, job burnout, and P–O Fit requires empirical validation to inform retention strategies in this unique industry. Methods: A quantitative research approach was used, with survey data from 401 fitness employees in Beijing. Purposive sampling was used, ensuring that respondents worked in fitness organizations and resided in Beijing. Data was collected through an online questionnaire, which included validated scales for POS, organizational commitment, job burnout, turnover intention, and P–O Fit. Structural Equation Modeling was used to test direct, mediating, and moderating effects. Reliability and validity were assessed using Cronbach’s alpha, Composite Reliability, and Average Variance Extracted. Hierarchical regression analysis was conducted to examine the moderating role of P–O Fit. Findings: The study presents several research findings. First, POS negatively affected turnover intention, indicating that employees perceiving higher organizational support were less likely to leave. Second, POS positively influenced organizational commitment, reinforcing employees' loyalty. Third, POS negatively impacted job burnout, suggesting that higher organizational support reduces employee exhaustion. Fourth, organizational commitment negatively affected turnover intention, affirming that committed employees were less likely to leave. Next, job burnout positively influenced turnover intention, indicating that burnout contributes to employees' desires to leave. Furthermore, organizational commitment mediated the relationship between POS and turnover intention, implying that POS enhanced commitment, which subsequently reduces turnover intention. In addition, job burnout mediated the negative relationship between POS and turnover intention, showing that POS reduces burnout, which in turn lowers turnover intention. Finally, P–O Fit moderated the relationship between POS and turnover intention, revealing that when employees’ values align with organizational values, the impact of POS on reducing turnover intention is stronger. Contribution/Impact on Society: This study extended organizational behavior research by applying established theories to the fitness industry, a sector often overlooked in retention studies. It provides empirical evidence on how POS, organizational commitment, and job burnout interact to shape turnover intention, while also introducing P–O Fit as a crucial moderating variable. For organizations, the findings highlight the necessity of fostering a supportive work environment, strengthening organizational commitment, and mitigating burnout to enhance employee retention. Recommendations: First, organizations should implement career development programs, mentorship initiatives, and mental health resources to improve POS. Moreover, structured interventions, such as flexible work schedules and workload management, should be introduced to reduce burnout. Furthermore, hiring strategies should prioritize candidates with high P–O Fit to ensure long-term alignment with organizational values. Lastly, leadership training focusing on emotional intelligence and communication should be implemented to enhance employee engagement. Research Limitations: This study had certain limitations, one of which was its geographical focus on Beijing, potentially restricting the applicability of the findings to other regions. Additionally, the use of self-reported survey data may have led to potential biases, such as social desirability bias. The study also did not explore other potential moderating or mediating factors, such as leadership style or work-life balance, which could provide further insights into turnover intention. Future Research: Future studies should expand the geographic scope to include multiple cities or countries for cross-cultural comparisons. Researchers should explore additional moderating factors, such as leadership style and job embeddedness, to develop a more comprehensive model of turnover intention. Longitudinal studies could also be conducted to track the long-term effects of POS on employee retention in dynamic industries like fitness.