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This study aims to investigate the impact of job burnout on job satisfaction and the intention to change occupation within the accounting profession. It also examines the mediating role of psychological well-being.

A descriptive research design was used in this study. Survey data were physically collected from 230 accounting employees in the private sector. Structural equation modeling was used to test the theoretical model.

The results showed that job burnout significantly affects psychological well-being and that psychological well-being significantly mediates the relationship between job burnout and job satisfaction, as well as between job burnout and the intention to change occupation.

This study has significant implications for accounting organizations, suggesting the adoption of strategies to promote psychological well-being. These initiatives have the potential to enhance job satisfaction and reduce accountants’ intention to change their profession.

This study contributes to the existing literature by highlighting the mediating role of psychological well-being in linking job burnout with job satisfaction and the intention to change occupation among accounting professionals.

This investigates the interrelationships between job and career satisfaction and career change intention through the extension of the theory of planned behavior (TPB).

The data for the study is collected from 219 top and middle-level managers and analyzed through partial least squares path structural equation modeling (PLS-SEM).

Findings indicate that job and career satisfaction have a significant and negative impact on personal attitude toward career change and subjective norms, whereas all three constructs of the TPB influence the intention to change career. In addition, the mediation of personal attitude and subjective norm pathways were found to be significant for both job and career satisfaction and career change intention relationships, while no mediation effect was identified for the perceived behavior control construct of the TPB.

The results suggest important theoretical and practical implications. First, a novel model of mediation between job and career satisfaction and the intention to turn away from an existing career is introduced between job and career satisfaction and career change intention associations for testing the full TPB framework.

The findings imply that the impact of cognitive factors, including having a positive opinion about the potential outcomes of switching to a new career, the level of pressure exerted by significant third parties about making a career change, and the self-belief about making this change happen should be closely investigated when examining the determinants of career change intention.

To the best of the authors’ knowledge, this is the first empirical research study that tests the impact of the determinants of TPB on career change intention within a sample of professional managers from an emerging economy context.

The purpose of this paper is to investigate career change intention and its predictors among career change seekers interested in a career opportunity in the information technology (IT) industry.

Ajzen's theory of planned behavior (TPB) was used to predict career change intention in this group. In addition, we examined the role of professional identity in predicting career change intention. Data were collected in a sample of 225 aspiring IT professionals from four European countries: Austria, Greece, Italy and The Netherlands.

The findings showed that among four variables assumed to predict career change intention, only professional identity appeared to be a significant predictor.

The study is limited by the use of career change seekers registered in one web‐based recruiting system.

The paper suggests a higher importance of professional identity in prediction of career change intention compared to other factors that constitute Ajzen's theory of planned behavior.

“Turnover intention” is defined as an employee's intention to voluntarily change jobs or companies. The purpose of this paper is to set “turnover intention” in relation to “preparedness for change”. The former relates to the change of jobs or companies, the latter to employees' willingness to change their current workplace. Both phenomena relate to employability, i.e. an employee's adaptability to changing internal (i.e. the current employer) and external labour market demands. The main aim of this paper is to compare both phenomena and identify antecedents of employability, namely, leader‐member exchange (LMX) and occupational self‐efficacy.

A questionnaire study was conducted in two samples of German and Dutch employees.

Results indicate that the two concepts (turnover intention, preparedness for change) are, to some extent, related and show, to some extent, similar relationships to the antecedents.

In both samples, self‐reported data were used as well as a cross‐sectional design.

The results highlight that the direct supervisor of employees may serve as an organization's agent, with a determining influence on the employees' attitudes and behaviours towards the respective organization.

For the first time, turnover intention and “preparedness for change” are considered in one study and the mutual relationship is investigated.

With employees’ support of organizational changes being vital for today’s organizations, the purpose of this paper is to enhance the understanding of how organizational commitment is linked to change-supportive intentions. Based on the theory of planned behavior (TPB, Ajzen, 1991), mediated effects of affective organizational commitment were empirically tested to explore the underlying psychological processes.

The study was conducted in the context of a complex change process at a production facility of a large international manufacturing company (n=667). Data from the change survey were analyzed employing Hayes’ (2012) PROCESS macro.

The results showed that organizational commitment relates to change-supportive intentions directly and, as suggested by the TPB, its effects are mediated via change-related attitudes, subjective norms, and perceived behavioral control. Furthermore, results suggest additional effects of change recipients’ age and occupational status.

Employing the TPB offers specific insights for tailored interventions to create conditions facilitating organizational changes. The results indicate that commitment lays the ground for employees’ change reactions. Moreover, the psychological processes suggested by the TPB serve as additional levers for explaining change-supportive intentions.

The study provides valuable information on the relationship between commitment and change-supportive intentions. Specifically, affective organizational commitment is shown to be an important resource in times of change, as it relates to more positive psychological reactions to change.

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.

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.

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.

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.

This study aims to examine the relationship between job burnout, psychological well-being and intention to change occupation among accounting professionals. It focuses on the role of psychological well-being in explaining the link between job burnout and intention to change occupation.

Data were collected with the help of a structured questionnaire. The final sample includes 218 accounting professionals in the private sector. To test the hypothesized model in this study, IBM AMOS ver26 was used to perform the structural equation modeling (SEM).

The results of this study show that job burnout has a positive impact on the intention to change occupation and a negative impact on psychological well-being. In addition, psychological well-being was found to mediate the relationship between job burnout and intention to change occupation.

This study provides important implications for accounting firms and recommends that they implement the necessary practices to increase the psychological well-being of accounting staff to reduce job burnout and intention to change occupation.

This work complements current studies in the field of accounting by highlighting the intermediary role of psychological well-being on the relationship between job burnout and intention to change profession among accounting professionals.

The aim of this paper is to focus on reducing employee dissatisfaction and withdrawal in major, consultant designed, change programs by increasing intrinsic rewards.

A survey of 585 employees and 31 team leaders involved in ten change programs across seven companies, 25 business units, and three countries was used to collect employees' sense of intrinsic rewards, innovation, satisfaction with their organization, and intentions to stay at the start of the change effort and one year later.

Employees reported higher levels of intrinsic rewards (meaningfulness and choice) one year into a change program compared to at the start of the change effort. Intrinsic rewards related positively with satisfaction with the organization and intentions to stay at both time periods, with programs supportive of employee innovation further enhancing employee satisfaction and retention more strongly during the change effort.

While the sample was large, and the authors obtained team leader perspectives in support of the findings, the study involved surveying samples of employees on programs where the team leader had sufficient rapport to obtain voluntary employee responses.

Consultants and managers involved in planned change can increase the support for the change through enhancing the intrinsic rewards of employees involved in the change program.

By examining the work motivation of employees undergoing a change program the authors were able to identify ways in which consultants and managers can increase employee satisfaction with their organization and intentions to stay with it.

This study aims to examine the impact of social norms on climate change mitigation readiness, the mediating role of environmental purchasing intentions and attitudes on the relationship between social norms and climate change mitigation readiness.

Data were collected from transport facility operators and managers of shipping firms and bus transport firms. The SPSS software and covariance-based software (CB-SEM) were used to obtain results on the impact of social norms on climate change mitigation readiness, the mediating role of environmental purchasing intentions on the relationship between social norms and climate change mitigation readiness, and the mediating role of attitudes on the relationship between social norms and climate change mitigation readiness.

The findings indicated that social norms influenced climate change mitigation readiness, while both attitudes and environmental purchasing intentions partially mediated the relationship between social norms and climate change mitigation readiness.

The study mainly focused on transport facility operators and managers of shipping firms and bus firms eliminating other participants in the transport sector. Further, the research focused on majorly three psychological factors that included social norms, intentions and attitudes leaving out other psychological factors.

Climate change mitigation is a major issue of concern to policy makers and researchers. Much of the focus is placed on mitigation strategies with the passengers and private vehicle owners as the major target. Other research focuses on reducing the impact of climate change outcomes through introduction of cleaner technologies. However, issues concerning the role of psychological factors in enhancing climate change mitigation readiness have not been given significant attention.

Due to the COVID-19 pandemic, many people have experienced career shocks, especially employees in the hotel industry. To address how to retain talent in the industry, this study aims to examine the joint impacts of employee resilience, work social support and proactive personality on hotel employees’ career change intentions.

A survey questionnaire was developed to test the proposed framework. Data from 339 current hotel employees in the USA was analyzed using the PROCESS model.

Results show a significant three-way interaction, indicating that for less proactive employees, resilience is negatively associated with career change intentions. However, for highly proactive employees, an additional situation cue in the form of strong work social support is required to activate the expression of resilience. Highly proactive and resilient employees who receive strong supervisor or coworker support during the pandemic have lower career change intentions. However, highly proactive employees who receive weak supervisor or coworker support exhibit similar levels of career change intentions, regardless of resilience level.

Hotel managers should consider helping employees enhance their resilience and overcome career shocks by providing training and resources and establishing a learning culture. More importantly, it is essential to offer strong supervisor and coworker support to promote resilience among proactive employees. Hotel managers should actively promote strong work social support, and offer training and counseling opportunities to promote employee retention during the pandemic.

To the best of the authors’ knowledge, this study is the first to examine employee resilience in the hospitality field. This study contributes to the employee resilience literature as well as trait activation theory by examining situational cues that can activate employee resilience and by providing empirical evidence to reveal the boundary conditions of how employee resilience impacts career change intentions.