Job Burnout - Departure Model Of Development: Proactive Personality And Job Embedded Adjustment

This article explores moderators of the relationship between job burnout and turnover intentions to better explain why some employees choose to stay, and others choose to leave when tired of work. Individual differences in proactive personality and job embeddedness were examined. Job embeddedness consists of three subdimensions that can ouuur at the organization (on-the-job embeddedness) as well as in the community (off-the job embeddedness):links, fit and sacrifice. While job burnout is a unique type of stress syndrome, characterized by emotional exhaustion, depersonalization, and diminished personal accomplishment.The sample consisted of243employees in the southern Jiangsu Province and Shanghai. Using SPSS16.0, we investigated the moderating roles of the classical burnout-turnover model. Results as follows:Firstly, regression indicates that both emotional exhaustion and depersonalization can predict turnover intentions, while diminished personal accomplishment can’t.Secondly, both on-the-job embeddedness (OJE, organization job embeddedness) and off-the-job embeddedness (CJE, community job embeddedness) can predict turnover intentions, the predicting effect of OJE is stronger than CJE.Thirdly, results indicated that proactive personality and on-the-job embeddedness moderate the burnout-turnover link. Specifically, the relationship between burnout and turnover intentions is stronger for low proactive employees and those lower embedded on the job. However, off-the job embeddedness did not directly moderate the relationship between burnout and turnover intentions. Meanwhile, both on-the-job embeddedness and off-the-job embeddedness can predict voluntary turnover intentions.