Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support

Srivastava, Shalini; Agrawal, Swati

doi:10.1108/jocm-02-2020-0063

Cited by 72 publications

(61 citation statements)

References 78 publications

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“…For instance, our data suggested that mattering did not have any direct effect on turnover intention. This is inconsistent with some findings, such as the one by Richards et al [4], Haizlip et al [28], as well as Reece et al [3], who stated that the sense of mattering at work predicts the general mental well-being at work, protect the employees from burnout and work-related stress, two main predictors of turnover intention [5], [35]- [37]. In our defense, despite we agree that mattering holds a key role in mental health at work, we did not try to prove it any further.…”

Section: Discussion and Implicationmentioning

confidence: 74%

Keeping millennials from quitting due to work stress: The roles of mattering, commitment and entrepreneurship orientation

Prihadi

Chang

Goo

2021

IJPHS

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Studies in pre-pandemic era had established that millennial workers tend to leave their job due to low organizational commitment or strong entrepreneurial orientation; however, the pandemic had brought down economy due to lockdowns, work stress and mental health instability, limitation of business hours, working from home policy, downsizing of companies, and many other changes. This situation might contribute to a novel situation among millennial employees and their turnover intention might be developed differently. Because mattering has protective feature against work stress and depression, we hypothesized that their it will negatively contribute to their turnover intention, and this contribution is mediated by the organizational commitment. Furthermore, we also hypothesized that this phenomenon would only occur in the condition of lower levels of entrepreneurial orientation. Data was collected from 354 purposively recruited millennial employees who responded to the scales of mattering, organizational commitment, entrepreneurial orientation and turnover intention through online surveys Analyses were conducted with Bootstrap Method in PROCESS Macro Model 10. The findings indicated that the moderated mediation occurred; organizational commitment fully mediated the link between mattering and turnover intention among participants with moderate and high levels of entrepreneurial orientation.

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Section: Discussion and Implicationmentioning

confidence: 74%

Keeping millennials from quitting due to work stress: The roles of mattering, commitment and entrepreneurship orientation

Prihadi

Chang

Goo

2021

IJPHS

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“…The review is based on “Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support” by Srivastava and Agrawal (2020), published in Journal of Organizational Change Management. The purpose of this study is to examine the turnover intention – resistance to change relationship, the mediating role of burnout on this relationship and the moderating role of perceived organizational support.…”

Section: Commentarymentioning

confidence: 99%

“…A research paper by Srivastava and Agrawal (2020) examines the turnover intention – resistance to change relationship, the mediating role of burnout on this relationship and the moderating role of perceived organizational support. Data was gathered from the responses of 410 managers employed in private organizations from the Delhi NCR region of India to a questionnaire survey.…”

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confidence: 99%

Turnover intention and resistance to change

2021

HRMID

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Purpose The purpose of this study is to examine the turnover intention – resistance to change relationship, the mediating role of burnout on this relationship and the moderating role of perceived organizational support. Design/methodology/approach Data was gathered from the responses of 410 managers employed in private organizations from the Delhi NCR region of India to a questionnaire survey. Findings The results show that resistance to change is positively related to turnover intentions and this relationship is explained by burnout. Perceived organizational support acts as a moderator and when it is high the strength of this relationship will be reduced. Practical implications Therefore for organizations to reduce staff turnover managers should identify increased levels of resistance and strengthen perceived organizational support through development of a positive work environment alongside policies and practices which support employee wellbeing. Originality/value This paper has an original approach by considering burnout as an intervening variable in the relationship between resistance to change and turnover intentions and examining perceived organizational support as a moderating factor.

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“…A critical factor in organisational change is the attitude towards change or resistance to change (Pardo del Val and Martinez, 2003; Erwin and Garman, 2010; Smollan, 2011). Attitude towards change (ATC) has become a very important issue in public organisations lately (Ford and D'Amelio, 2008; Pieterse et al ., 2012; Srivastava and Agrawal, 2020) and includes the affective, behavioural and cognitive components (Oreg, 2006). We argue that attitude towards change acts as a boundary condition for the link between OCC and organisational performance.…”

Section: Introductionmentioning

confidence: 99%

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

Widianto

Lestari

Adna

et al. 2021

JOEPP

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PurposeThe aim of this study is to explore dynamic managerial capabilities (DMCs) and their effect on public organisational performance. While the previous research has focused on how leadership style impacts on organisational performance, the authors have investigated how the dynamic managerial capabilities of middle managers and their organisational capacity for change as well as their attitude towards the change are linked to organisational performance.Design/methodology/approachThe dataset was gathered during the field research carried out in a large public Indonesian government institution. In total, 313 managers and their direct followers participated in this study. The authors have employed structural equation modelling to test the hypotheses.FindingsThe results of this study demonstrate the role of the dynamic capabilities of the middle managers associated with organisational performance. The results show that dynamic managerial capabilities and organisational performance are mediated by the organisational capacity for change.Practical implicationsMiddle managers should equip and develop their capabilities in order to embrace change in the organisation through the communication between the different staff levels, uniting the vision and mission with the organisational members. Further, the organisation should empower the role of the middle managers by increasing their authority and participation in the policy-making that is part of the change process. In addition, the workplace could implement interventions to optimise the dynamic managerial capabilities held by the middle manager and employees through assessments and mentoring. Finally, particular training programmes could be implemented to boost the employees' skills and flexibility, thereby keeping them agile in the context of the changes in the work environment.Originality/valueThe role of the dynamic managerial capabilities of the middle manager is a prominent factor when facilitating a high level of organisational performance in a public organisation. However, the role of dynamic managerial capabilities does not have a direct effect on organisational performance if the organisation does not have the capacity to change, particularly in the Indonesian context.

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Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support

Cited by 72 publications

References 78 publications

Keeping millennials from quitting due to work stress: The roles of mattering, commitment and entrepreneurship orientation

Keeping millennials from quitting due to work stress: The roles of mattering, commitment and entrepreneurship orientation

Turnover intention and resistance to change

Dynamic managerial capabilities, organisational capacity for change and organisational performance: the moderating effect of attitude towards change in a public service organisation

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