Turnover intention and resistance to change: The mediating role of burnout and the moderating role of perceived organizational support

Abstract

Purpose

The purpose of this study is to examine the turnover intention – resistance to change relationship, the mediating role of burnout on this relationship and the moderating role of perceived organizational support.

Design/methodology/approach

Data was gathered from the responses of 410 managers employed in private organizations from the Delhi NCR region of India to a questionnaire survey.

Findings

The results show that resistance to change is positively related to turnover intentions and this relationship is explained by burnout. Perceived organizational support acts as a moderator and when it is high the strength of this relationship will be reduced.

Practical implications

Therefore for organizations to reduce staff turnover managers should identify increased levels of resistance and strengthen perceived organizational support through development of a positive work environment alongside policies and practices which support employee wellbeing.

Originality/value

This paper has an original approach by considering burnout as an intervening variable in the relationship between resistance to change and turnover intentions and examining perceived organizational support as a moderating factor.

Citation

(2021), "Turnover intention and resistance to change: The mediating role of burnout and the moderating role of perceived organizational support", Human Resource Management International Digest, Vol. 29 No. 5, pp. 42-44. https://doi.org/10.1108/HRMID-06-2021-0134