Employee turnover is costly and damaging to organizations. In order to minimize the costs, scholars and practitioners have shown interest in preventing employees’ turnover. Existing literature has acknowledged the possibilities of increasing employees’ perceived supervisor support, perceived co-worker support and perceived family support to reduce their turnover intentions. Although various researchers have studied the outcome of support in relation to turnover, knowledge on employees’ turnover intention remains fragmented. As the mechanisms underlying how the various forms of support affect turnover intention remain unclear, the current study aims to compare how three different sources of support, namely family support, supervisor support and co-worker support, influence employees’ turnover intentions, through two mediating mechanisms——emotional exhaustion and affective commitment. We proposed that affective commitment positively mediate the support-turnover intention relations while emotional exhaustion negatively mediate the support-turnover intention relations. Data was collected from hospitality employees in Macau and structural equation modeling was utilized to analyze the complex links among antecedents of turnover intention. Results showed that hospitality employees’ perceived supervisor support and perceived family support were negatively related to emotional exhaustion, which in turn were positively related to turnover intention. On the other hand, perceived supervisor support and perceived family support were positively related to affective commitment, which in turn were negatively related to turnover intention. Perceived supervisor support was found to have stronger impact than perceived family support on emotional exhaustion (-.34 vs. -.19) and affective commitment (.17 vs. .13). Interestingly, perceived co-worker support was not a significant antecedent to emotional exhaustion, affective commitment and turnover intention. It might be due to co-workers’ favorable behaviors such as helping. Overall, the findings contributed to the social support and turnover literature. Managerial implications for improving employee retention were suggested.