Reducing turnover intention: perceived organizational support for frontline employees

Qiang Wang,Chao Wang

doi:10.1186/s11782-020-00074-6

Qiang Wang, Chao Wang

Open Access

https://doi.org/10.1186/s11782-020-00074-6

Copy DOI

Abstract

Frontline employees are generally under great pressure, and carry out repetitive and mundane daily tasks, leading to burnout and a high turnover intention among them. To identify ways to reduce this turnover intention, this study examines the effect of perceived organizational support (POS) on burnout and turnover intention in the Chinese context and adds to the literature on frontline employee burnout. Using data from a survey of the frontline employees of a gas station in Beijing, we examine the mediating effects of frontline employee burnout on their POS and turnover intention. This study shows that POS has a significant negative impact on burnout and turnover intention, and that job resources cannot substitute POS.

Highlights

Retail frontline employees act as liaisons between a company and its customers
We propose the following hypothesis: Hypothesis 2: Job resources moderate the relationship between perceived organizational support (POS) and burnout, such that this relationship is weakened by higher levels of job resources
We found that POS significantly and negatively impacts burnout and turnover intention, consistent with traditional ideas

Summary

Introduction

Retail frontline employees act as liaisons between a company and its customers. These employees are generally under great pressure, because they need to fulfill the job demands issued by their colleagues, superiors, and customers. Their work involves helping customers through generally repetitive and mundane daily tasks. This often leads to burnout, especially among employees in the service industry (Cho et al 2013; Singh et al 1994; Yagil 2006). Employees suffering burnout often consider leaving their job (Babakus et al 2009; Fogarty et al 2000). The fact that burnout significantly affects employees––who directly influence service quality and enterprise productivity––has made understanding frontline employee burnout and its consequences an issue of major concern for scholars and managers (Singh 2000)

Methods

Results

Conclusion