Why Are Your Employees Leaving the Organization? The Interaction Effect of Role Overload, Perceived Organizational Support, and Equity Sensitivity

Kim, Cheol Young; Lee, Joo Han; Shin, Soo-Young

doi:10.3390/su11030657

Cited by 13 publications

(18 citation statements)

References 40 publications

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“…In crises when there are extreme shortages of resources, job demands presenting learning and autonomy opportunities can be viewed as valued sources of organizational support by employees positively impacting their intention to stay with the organization and their ability to cope with negative consequences of job demands such as BU. POS is one of the main contextual resources that is uniquely capable of explaining the impact of changes in employees' perceptions of job demands on employee outcomes (Kim et al, 2019). Fulfillment of a job demand that is presenting learning or autonomy opportunity, when there is scarcity of resources, can enhance employees' POS and, in turn, lead to positive organizational and employee outcomes (Ayoobzadeh, 2021).…”

Section: Elevated Job Demands and Burnoutmentioning

confidence: 99%

“…Our choices of resources were informed by the unique setting of our study. Although POS has been extensively investigated in the JD-R-focused research as one of the main contextual resources, those investigations, however, have been limited to its moderation role (Kim et al, 2019). The current study, on the other hand, believes that the mediation role of POS is more prevalent in the unique setting of this research, where varying nature of job conditions and characteristics can change employees' perceptions of job demands and, in turn, their perception of organizational support.…”

Section: Introductionmentioning

confidence: 99%

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Threat or opportunity: accelerated job demands during COVID-19 pandemic

Afshari

Hayat

Ramachandran³

et al. 2022

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Purpose The purpose of this study is to investigate the effects of accelerated job demands on employee outcomes during the COVID-19 crisis. An integrated model was developed to explore the relationships between different types of job demands (learning, decision-making, work intensification), employee turnover intention (TI) and burnout (BU).Design/methodology/approach Data were obtained from professionals whose work conditions were impacted by the COVID-19 pandemic crisis. An online survey was distributed anonymously. A total of 566 questionnaires were included in the analysis. Structural equation modeling was employed to analyze the data.Findings The findings revealed that employees' perception of job demands impacts the significance and direction of the relationships between different forms of job demands and employee outcomes. Furthermore, the findings confirm that mediating role of perceived organizational support alleviates the adverse effects of job demands on employee outcomes. Finally, the present study supported the moderation effect of positive affectivity between work intensification and employee BU.Practical implications This study provides employers with insights about supporting employees to cope with increased job demands in conditions where rapid changes are inevitable.Originality/value The unique context of research (COVID-19) enabled this study to account for the acceleration of job demands that employees experience in rapidly changing situations. This study employed an instrument that allowed for the assessment of acceleration in job demands. Furthermore, the granular approach of the measurement model extended the perspectives of job demands and work intensification.

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Section: Elevated Job Demands and Burnoutmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Threat or opportunity: accelerated job demands during COVID-19 pandemic

Afshari

Hayat

Ramachandran³

et al. 2022

View full text Add to dashboard Cite

show abstract

“…According to organization support theory (Eisenberger et al, 2001), employees with high POS are better able to identify themselves with the organization (He et al, 2014) and feel obligated to help the organization achieve its goals and objectives (Hur et al, 2019). In other words, they are more willing to repay the organization's favorable treatment through continuing participation (Krishnan and Mary., 2012) instead of seeking alternative employment opportunities (Eisenberger et al, 1990). Furthermore, some research has confirmed that high POS can reduce turnover intention.…”

Section: Pos and Turnover Intentionmentioning

confidence: 99%

“…Recently, POS has been regarded as one of the organizational-related factors to predict job-crafting behavior (Cheng andO-Yang, 2018, Kim et al, 2018). Specifically, POS is viewed as the assurance that an organization not only offers employees sufficient resources (Kurtessis et al, 2015, Kim et al, 2019 but also empowers the workforce. Therefore, employees with high POS have access to adequate resources, such as an array of funding, equipment, and other forms of support (Hochwarter et al, 2006).…”

Section: The Mediating Role Of Job Craftingmentioning

confidence: 99%

A Serial Mediation Model of Perceived Organizational Support on Turnover Intention: The Role of Job Crafting and Thriving at Work

Zhang

2021

IJHRS

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The purpose of this paper is to increase understanding of the influence mechanisms of perceived organizational support (POS) on turnover intention, through job crafting and thriving at work. Two-wave data from 541 full-time employees working in northern China were collected. The hypotheses were tested using hierarchical linear regression analysis with the PROCESS plug-in for SPSS to determine the significance of mediators. The results showed that though job crafting did not mediate the POS-turnover intention relationship alone, it interposed in this relationship by affecting thriving at work. This study suggests that a supportive work environment that inspires employees to redesign their jobs and thrive at work plays an important role in helping retain staff. From an employees’ self-development perspective, this study proposed a serial mediation model to extend understanding of POS - turnover intention relationship.

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“…The general level of employee engagement varies from industry to industry. Employment in the tourism and hospitality industry is characterized by a heavy workload and stress, working unsocial hours, less respect, and low rates of pay [10], which in turn lead to instability in contracts and high levels of turnover [11]. Thus, human resource management in the tourism and hospitality industry is particularly challenging and very much relevant to the study of sustainability for practitioners and academics alike.…”

Section: Introductionmentioning

confidence: 99%

Sustainable HRM through Improving the Measurement of Employee Work Engagement: Third-Person Rating Method

Zhang

Hui-xin

et al. 2020

Sustainability

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The purpose of the paper is to present the survey findings of two alternative methods (self-rating (SR) and third-person rating (TPR)) of measuring employee work engagement (EWE). The potential impacts of gender, job tenure, position, and work condition on TPR vs. SR were also investigated. A sample of 649 of hotel service workers, supervisors, and managers in China participated in the study. An accurate measure of employee work engagement serves as a leading indicator of turnover intention and an early diagnostic tool for sustainable human resource management. Despite its popularity as a work engagement measure, SR method has many limitations. This research attempted to demonstrate that TPR is a viable and better alternative measure of EWE. The results indicated that TPR does possess desirable measurement characteristics, such as convergent validity, nomological validity, and structure invariant. TPR also provides a more conservative, and perhaps more accurate as well, measure of EWE. The difference in mean EWE scores as measured by SR vs. TPR was found to be affected by the specific dimension under study, with the least observable absorption dimension the most affected. The difference was also found to be significantly higher for males than for females, bigger as an employee’s position moves higher, and larger as the length of job tenure increases. Additionally, the difference in satisfaction–EWE correlations, as measured by TPR vs. SR, were much higher when the work conditions were poor. For practitioners, the importance of this study lies in the fact that TPR, as a conservative measure of EWE, can play an important role in detecting early signs of employee troubles sooner and lead management to take timely actions, making human resource management more sustainable. For academics, the results that SR and TPR of EWE generally result in similar pattern of findings offer strong encouragement to build future research on EWE through the TPR method.

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Why Are Your Employees Leaving the Organization? The Interaction Effect of Role Overload, Perceived Organizational Support, and Equity Sensitivity

Cited by 13 publications

References 40 publications

Threat or opportunity: accelerated job demands during COVID-19 pandemic

Threat or opportunity: accelerated job demands during COVID-19 pandemic

A Serial Mediation Model of Perceived Organizational Support on Turnover Intention: The Role of Job Crafting and Thriving at Work

Sustainable HRM through Improving the Measurement of Employee Work Engagement: Third-Person Rating Method

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