The Role of Burnout in the Relationship between Perceptions off Organizational Politics and Turnover Intentions

Abstract

Despite rich evidence suggesting that perceptions of organizational politics are significantly related to turnover intentions, the reasons of the relationship are unexplored. This study aims to determine whether job burnout can serve as a mediator in the relationship between perceptions of organizational politics and turnover intentions and which component of burnout is most effective in mediating this relationship. Moreover, burnout was investigated in a profession outside human services. Multiple regression analyses were employed to examine the relative importance of different components of burnout in mediating the effects of perceptions of politics on turnover intentions. The results revealed that exhaustion and cynicism were significantly and positively related to turnover intentions, and exhaustion was a more effective mediator than cynicism. Implications for understanding the role of burnout are discussed.A work environment that is political in nature can engender negative reactions on the behavior and attitudes of employees, such as diminished job satisfac tion 1 and lower organizational commitment, 2 and such an environment can lead to greater turnover rates if employees are unable to tolerate the situation. 3 Despite rich evidence suggesting a relationship between organizational politics and job attitudes, very little research has sought to investigate the reasons for the possibil ity that organizational politics may lead to negative attitudinal results. Being discon tented with irrational policies and practices of the organization or being tired of the political behavior of co-workers or supervisors, an employee may feel emotionally exhausted, indifferent in his or her work and/or reluctant to devote him/herself to work with professionalism. This psychological phenomenon can exert negative impacts on individuals, causing physical and mental problems, such as fatigue, headaches, depression, anxiety and deterioration of family and social relationships. 4 This syndrome may also result in a strong intention to leave the job and even actual turnover. 5 Accordingly, job burnout could be critical in explaining the relationship

Relationship Dynamics of Burnout, Turnover Intentions and Workplace Incivility Perceptions

“…Hypothesis one claims for a positive association between burnout and turnover intentions. In line with the results of prior scholarships (Huang, Chuang & Lin, 2003;Rahim & Cosby, 2016;Spence Laschinger et al, 2009), burnout was found positively associated with turnover intentions and workplace incivility. It is due to the fact that burnout is that psychological state in which people become emotionally exhausted and cynic and start evaluating themselves adversely.…”

“…and other individual characteristics that do not relate to work such as family size, family and spouse responsibilities etc. The theoretical framework of burnout suggested by Demerouti et al, (2001) and findings of Arnold and Feldman (1982) have both been empirically supported by many researchers (Huang et al, 2003;Kim & Stoner, 2008;Rahim & Cosby, 2016). These studies conclude that a positive association exists between burnout and turnover intentions.…”

“…Though, various researchers (Cropanzano et al, 2003;Caza & Cortina, 2007;Huang, Chuang & Lin, 2003;Kern & Grandey, 2009;Kim & Stoner, 2008;Lim & Cortina, 2005;Podsakoff, LePine, & LePine, 2007;Rahim & Cosby, 2016;Reio & Ghosh, 2009;Spence-Laschinger, Leiter, Day, & Gilin, 2009) have examined the relationships of burnout, turnover intentions and incivility from different perspectives, but an aspect of this relationship still remains unexplored. That is, the mediating effect of workplace incivility on the relationship between burnout and turnover intentions.…”

A Predictive Model on Turnover Intention of Nurses in Korea

“…그러나 간호영역에서는 이 직의도와 스트레스, 직무만족, 임파워먼트, 조직몰입, 소진 등의 일 부요인 간의 상관관계 (Park & Park, 2008)나 인과관계 연구 (Huang, Chuang, & Lin, 2003;Jeong et al, 2008;Kim, I. W., 2005 …”

Perceptions of organizational politics scale: adaptation and validation for the brazilian context

“…A partir do final dos anos 70, importantes frentes de pesquisa foram iniciadas com o intuito de entender como os funcionários reagiam ao perceber esse ambiente político (e.g., Schein, 1977;Tushman, 1977;Madison, Allen, Porter, Renwick & Mayes, 1980). Em estudos mais recentes constatou-se que a Percepção de Política na Organização (PPO) traz diversos resultados negativos, levando, por exemplo, a queda de desempenho, insatisfação no trabalho, frustração e aumento de turnover (Bedi & Schat, 2013;Huang & Chuang, 2003;Kacmar & Carlson, 1997;Rosen, Harris, & Kacmar, 2009;Vigoda, 2000).…”