Exploring the Impact of Burnout and Job Insecurity on Turnover Intention During the Covid-19 Pandemic
DOI:
https://doi.org/10.35335/psychologia.v2i4.47Keywords:
Burnout, Job insecurity, Turnover intention, Covid-19 pandemic, Workplace stressorsAbstract
The Covid-19 pandemic has brought unprecedented challenges to the global workforce, exacerbating existing workplace stressors and uncertainties. This study investigates the interrelationships between burnout, job insecurity, and turnover intention among employees during the pandemic, employing a mixed-method approach to gather comprehensive insights. A sample of 300 participants from diverse industries completed quantitative surveys measuring burnout, job insecurity, and turnover intention, while a subset of 30 participants participated in qualitative interviews to provide deeper contextual understanding. The findings reveal significant associations between burnout, job insecurity, and turnover intention, with heightened levels of burnout and job insecurity contributing to increased turnover intention among employees. The quantitative analyses demonstrate strong positive correlations between burnout, job insecurity, and turnover intention, highlighting the detrimental impact of workplace stressors on employee retention. Moreover, qualitative insights underscore the role of perceived threats to job stability and organizational support in shaping turnover intentions amidst the uncertainties of the pandemic. Theoretical frameworks such as the Job Demands-Resources (JD-R) Model and Conservation of Resources (COR) Theory provide valuable lenses for interpreting these findings, emphasizing the importance of considering both job-related demands and resources in mitigating burnout and job insecurity. Organizational leaders must prioritize employee well-being and implement targeted interventions channels.
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