To read this content please select one of the options below:

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

Shalini Srivastava (OB, Jaipuria Institute of Management, Noida, India)
Swati Agrawal (Department of Human Resource Management and Organisation Behaviour, Jaipuria Institute of Management, Noida, India)

Journal of Organizational Change Management

ISSN: 0953-4814

Article publication date: 29 July 2020

Issue publication date: 7 December 2020

5632

Abstract

Purpose

The purpose of the paper is to study the turnover intention of employees during the phenomenon of resistance to change. The paper examines the mediating role of burnout in the relationship of resistance of change to turnover intention and the moderating role of perceived organizational support in this relationship.

Design/methodology/approach

The empirical data of the study has been collected via cross-sectional data collection method and include responses from 410 employees. The moderation mediation analysis has been done using the SPSS macro process.

Findings

The paper finds that resistance to change is an antecedent to the turnover intention which often represents employees' voluntary turnover in the future. This relationship of resistance to change and turnover intention is explained by burnout. However, the study establishes perceived organizational support as moderator, and with high POS, strength of this relationship will be reduced.

Originality/value

This paper contributes by examining the burnout as an intervening variable in the relationship of resistance to change and turnover intention and perhaps establishes for the first time the moderating role of perceived organizational support in reducing the influence of resistance to change on turnover intention, since retaining employees is of value to the organization.

Keywords

Citation

Srivastava, S. and Agrawal, S. (2020), "Resistance to change and turnover intention: a moderated mediation model of burnout and perceived organizational support", Journal of Organizational Change Management, Vol. 33 No. 7, pp. 1431-1447. https://doi.org/10.1108/JOCM-02-2020-0063

Publisher

:

Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited

Related articles