Work Engagement and Turnover Intention in the Palestinian Nonprofit Sector: Do Personal Resources Matter?

Abstract There is no doubt that the relationships between work engagement, turnover intention, and psychological capital have been examined in the for-profit sector and Western context. However, there is a dearth of studies that investigate such relationships in the nonprofit sector and the Eastern setting. Drawing on the Job Demand-Resource Theory and the Broaden and Build Theory, this study endeavored to investigate the moderating role of psychological capital in the relationship between work engagement and turnover intention of paid employees in the nonprofit sector. Data were gathered from 423 employees employed by 30 nonprofit organizations in Palestine and were analyzed through structural equation modeling. The findings showed a substantial inverse link between work engagement and turnover intention. The study also discovered that psychological capital strengthened the negative association between work engagement and turnover intention. This study, thereby, plugs such empirical gaps within the nonprofit and positive psychology literature. Future research may incorporate job resources or strategic HRM bundles into the model to investigate how job and contextual resources may shape such relationships.