The Impact of Employee Engagement on Turnover Intention and Burnout

Abstract

Employee engagement has been the center of attention for a long period because of the significant positive impact that it exerts on work-related outcomes of employees. For instance, when employees are engaged with their work, their turnover intentions and burnout levels decrease. Accordingly, it is important to shed light on factors that can strengthen the positive impact of employee engagement in reducing turnover intention and burnout of employees. Additionally, because of the constant pressure employees feel while performing their jobs, job resources, such as support from supervisors or coworkers, can play a key role in limiting the negative consequences. The purpose of this study is to examine the impact of employee engagement on turnover intention and employee burnout, taking into consideration the moderating effect of supervisor support and coworker support on the relationship. Drawing upon the social exchange theory, perceived organizational support theory, and job demands-resources model, a conceptual model was developed and empirically tested. Data were obtained from an online survey. One hundred and seventy-nine usable surveys were analyzed using the Program Smart PLS 3.0. The results validated the negative relationship between employee engagement and turnover intention & burnout and between supervisor support & coworker support and turnover intention & burnout. However, supervisor support showed a moderating effect only on the relationship between employee engagement and turnover intention. The results of this study will help organizations in acknowledging the importance of supervisor support in reducing the employees’ negative job outcomes. Finally, the findings of this study provide theoretical and practical contributions.