Haar J2024-06-192024-06-192023-03Haar 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).0965-075Xhttps://mro.massey.ac.nz/handle/10179/69924Job 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.(c) The author/shttps://creativecommons.org/licenses/by-nc-nd/4.0/burnout assessment toolburnt‐out riskmanagersNew Zealandodds ratioturnover intentionsJournal article10.1111/ijsa.123931468-2389CC BY-NC-NDjournal-article189-197