What are the odds of burnt-out risk and leaving the job? Turnover intent consequences of worker burnout using a two sample New Zealand study
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Date
2023-03
Open Access Location
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Publisher
John Wiley and Sons Ltd
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(c) The author/s
CC BY-NC-ND
CC BY-NC-ND
Abstract
Job burnout is a pressing issue for organizations, and this study explores the new Burnout Assessment Tool (BAT), which provides a robust calculation of burnt-out risk. Next, the odds of high turnover intentions from burnt-out risk are calculated using two samples: (1) N = 709 employees and (2) N = 313 managers. Analysis shows the odds of burnt-out risk are higher for managers (17%) than employees (8%). High burnt-out risk in employees shows a 47% likelihood of high turnover intent versus 13% for employees with nonburnt-out risk. High burnt-out risk in managers shows a 51% likelihood of high turnover intent versus 12% for managers with nonburnt-out risk. Furthermore, moderating effects of supervisor organizational embodiment were found to interact with burnt-out risk for employees only, showing the highest turnover intent when embodiment is high, reflecting the potential backlash against the organization.
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Keywords
burnout assessment tool, burntāout risk, managers, New Zealand, odds ratio, turnover intentions
Citation
Haar J. (2023). What are the odds of burnt-out risk and leaving the job? Turnover intent consequences of worker burnout using a two sample New Zealand study. International Journal of Selection and Assessment. 31. 1. (pp. 189-197).