Why Are Your Employees Leaving the Organization? The Interaction Effect of Role Overload, Perceived Organizational Support, and Equity Sensitivity

Cheol Young Kim, Joo Han Lee and Soo Young Shin
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Cheol Young Kim: School of Business Administration, Myongji University, Seoul 15770020, Korea
Joo Han Lee: School of Business, Yeungnam University, Gyoengsan 38541, Korea
Soo Young Shin: School of Business, Yeungnam University, Gyoengsan 38541, Korea

Sustainability, 2019, vol. 11, issue 3, 1-10

Abstract: Drawing on job demand-resources (JDR) theory, this study proposes that role overload and perceived organizational support have interaction effects on turnover intention. Further, we investigate the dynamics between role overload and turnover intention by considering differences in individuals’ reactions to inequity. We conducted several hierarchical regression analyses to test our hypotheses using data from 207 team members at 12 manufacturing companies in South Korea. The results reveal a positive relationship between role overload and turnover intention and a significant joint moderation effect of perceived organizational support and equity sensitivity. This study expands on JDR theory by simultaneously considering the buffer and strain hypotheses in the role overload–turnover relationship and its link to equity sensitivity.

Keywords: role overload; turnover intention; perceived organizational support; equity sensitivity (search for similar items in EconPapers)
JEL-codes: O13 Q Q0 Q2 Q3 Q5 Q56 (search for similar items in EconPapers)
Date: 2019
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (3)

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Persistent link: https://EconPapers.repec.org/RePEc:gam:jsusta:v:11:y:2019:i:3:p:657-:d:201103

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