Breaches and buffers: Can meaningful work impact turnover during COVID-19 pandemic?

Michele L. Heath (), Erika N. Williams () and William Luse ()
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Michele L. Heath: Cleveland State University
Erika N. Williams: University of Southern Indiana
William Luse: University of La Verne

Review of Managerial Science, 2024, vol. 18, issue 1, No 3, 83-104

Abstract: Abstract The fear and uncertainty created by the ongoing COVID-19 pandemic have strained the employer-employee relationship. This research seeks to understand how psychological contract breach shapes employees' perspectives of meaningful work and its influence on turnover intention. Drawing on event systems theory, we investigated how objective events in the environment (e.g., global pandemic) impact employees. We also argue that the career shock caused by the COVID-19 pandemic affected employees' choices based on their job fit and psychological resources. Findings indicate that experiencing meaningful work reduced turnover intention, especially for those that experienced less psychological contract breach. Also, experiencing meaningful work reduced turnover intention most for individuals whose working hours were not impacted by the COVID-19 pandemic. These findings show that experiencing meaningful work in a relatively stable job reduces employees' potential turnover during exogenous shocks. The study also highlights the importance of meaningful work and why organizations should collaborate and assist their employees in making work more meaningful.

Keywords: Meaningful work; Turnover; Psychological contract breach; COVID-19; 62H15 (search for similar items in EconPapers)
Date: 2024
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DOI: 10.1007/s11846-022-00612-x

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