Understanding workplace ostracism: a dual-theory perspective on emotional exhaustion, turnover intentions and perceived organizational support

Purpose: The global health and fitness industry has experienced significant growth, particularly in China, where Beijing serves as a central hub for fitness enterprises. However, high employee turnover remains a pervasive issue, threatening service quality, customer loyalty, and long-term business sustainability. This research seeks to explore the issue of employee retention within the health and fitness sector by investigating how Perceived Organizational Support (POS) influences turnover intention. Specifically, it examines the mediating roles of organizational commitment and job burnout, while also considering the moderating effect of Person–Organization Fit (P–O Fit). By exploring these dynamics within the unique cultural and organizational context of Beijing, China, this research sought to provide industry-specific insights into reducing turnover and enhancing employee retention. Introduction/Background: The global fitness industry has experienced rapid growth, with China emerging as a significant market. However, high employee turnover threatens business sustainability and service quality. While POS has been extensively studied in Western contexts, its role in reducing turnover intention within China's fitness sector remains underexplored. Furthermore, the interplay between POS, organizational commitment, job burnout, and P–O Fit requires empirical validation to inform retention strategies in this unique industry. Methods: A quantitative research approach was used, with survey data from 401 fitness employees in Beijing. Purposive sampling was used, ensuring that respondents worked in fitness organizations and resided in Beijing. Data was collected through an online questionnaire, which included validated scales for POS, organizational commitment, job burnout, turnover intention, and P–O Fit. Structural Equation Modeling was used to test direct, mediating, and moderating effects. Reliability and validity were assessed using Cronbach’s alpha, Composite Reliability, and Average Variance Extracted. Hierarchical regression analysis was conducted to examine the moderating role of P–O Fit. Findings: The study presents several research findings. First, POS negatively affected turnover intention, indicating that employees perceiving higher organizational support were less likely to leave. Second, POS positively influenced organizational commitment, reinforcing employees' loyalty. Third, POS negatively impacted job burnout, suggesting that higher organizational support reduces employee exhaustion. Fourth, organizational commitment negatively affected turnover intention, affirming that committed employees were less likely to leave. Next, job burnout positively influenced turnover intention, indicating that burnout contributes to employees' desires to leave. Furthermore, organizational commitment mediated the relationship between POS and turnover intention, implying that POS enhanced commitment, which subsequently reduces turnover intention. In addition, job burnout mediated the negative relationship between POS and turnover intention, showing that POS reduces burnout, which in turn lowers turnover intention. Finally, P–O Fit moderated the relationship between POS and turnover intention, revealing that when employees’ values align with organizational values, the impact of POS on reducing turnover intention is stronger. Contribution/Impact on Society: This study extended organizational behavior research by applying established theories to the fitness industry, a sector often overlooked in retention studies. It provides empirical evidence on how POS, organizational commitment, and job burnout interact to shape turnover intention, while also introducing P–O Fit as a crucial moderating variable. For organizations, the findings highlight the necessity of fostering a supportive work environment, strengthening organizational commitment, and mitigating burnout to enhance employee retention. Recommendations: First, organizations should implement career development programs, mentorship initiatives, and mental health resources to improve POS. Moreover, structured interventions, such as flexible work schedules and workload management, should be introduced to reduce burnout. Furthermore, hiring strategies should prioritize candidates with high P–O Fit to ensure long-term alignment with organizational values. Lastly, leadership training focusing on emotional intelligence and communication should be implemented to enhance employee engagement. Research Limitations: This study had certain limitations, one of which was its geographical focus on Beijing, potentially restricting the applicability of the findings to other regions. Additionally, the use of self-reported survey data may have led to potential biases, such as social desirability bias. The study also did not explore other potential moderating or mediating factors, such as leadership style or work-life balance, which could provide further insights into turnover intention. Future Research: Future studies should expand the geographic scope to include multiple cities or countries for cross-cultural comparisons. Researchers should explore additional moderating factors, such as leadership style and job embeddedness, to develop a more comprehensive model of turnover intention. Longitudinal studies could also be conducted to track the long-term effects of POS on employee retention in dynamic industries like fitness.

PurposeTo discover new explanatory variables for employee turnover in call centres, this study seeks to examine the impact of customer verbal aggression on employee turnover intention and the mediating role of employees' emotional exhaustion. Furthermore, it aims to analyse the moderating effect created by perceived organisational support (POS) in a team climate on the relationship between customer verbal aggression and employees' emotional exhaustion.Design/methodology/approachThe authors used a deductive logic approach to develop hypotheses and analytical frameworks. Interviews and questionnaires were employed to collect data from two call centres, 81 units, and 1,112 employees in China. Finally, the data were analysed and the hypotheses were tested via descriptive analysis and hierarchical linear modeling analysis using SPSS and HLM, respectively.FindingsFirst it was found that customer verbal aggression significantly predicted employee turnover intention. Second, that employees' emotional exhaustion fully mediated the relationship between customer verbal aggression and employee turnover intention. Third, the correlation between customer verbal aggression and employee emotional exhaustion was found to be weaker for teams with higher levels of emotional POS, but not weaker for those with higher levels of instrumental POS.Practical implicationsThese results suggest that service‐oriented enterprises (such as call centres) should consider employee turnover intention from the perspective of customer behaviour and improve the climate of organisational support to more efficiently reduce employee turnover.Originality/valuePrevious studies on workplace behaviours in call centres focused on customer relationship management. However, research concerning employee emotions during customer interactions is lacking. This study examined the influence of customer verbal aggression on the emotional exhaustion of call centre employees and the resultant turnover intention stemming from the conservation of resources theory. The results extend the Price–Mueller turnover model and explain how a team climate of organisational support can affect employee emotions..

This study explores through the lens of the banking service sector the relationship between customer orientation and job burnout through emotional labor (deep acting and surface acting), and its impact on reducing turnover intention. This research also examines the moderating role of perceived organizational support (POS). Surveying 688 frontline employees working in commercial banks in Vietnam, the authors deployed a research framework based on the conservation of resources theory, job-demand resource model, and social exchange theory and used the partial least squares structural equation modeling (PLS-SEM) to test the research hypotheses. The findings indicated that the two types of emotional labor mediated the association between customer orientation and job burnout. POS also dampened the relationship between job burnout and turnover intention. Finally, the study suggested implications for bank managers to reduce job burnout and employee turnover intention.

The high turnover intention among outsourced employees at PT. XYZ in Sidoarjo highlights the importance of understanding the psychological factors that influence the decision to change jobs. This study analyzes the influence of job insecurity and employee engagement on turnover intention, with perceived organizational support (POS) as a mediating variable. This study contributes theoretically by expanding the understanding of the dual role of POS in unstable employment relationships, and practically by providing implications for the management of outsourced workers in the manufacturing industry. Using an explanatory quantitative approach, data were collected from 189 outsourced employees and analyzed using PLS-SEM. The results show that job insecurity has a positive and significant effect on turnover intention. Employee engagement has a significant effect on POS, but does not directly reduce turnover intention. POS is proven to have a significant effect on turnover intention and mediates the inconsistent relationship between employee engagement and turnover intention. Meanwhile, POS does not mediate the effect of job insecurity on turnover intention. The research model was able to explain 30.5% of the variation in turnover intention, confirming that in the context of outsourcing, organizational support is not yet able to curb turnover intention when job insecurity remains high. Practically, this study recommends strengthening job security, clarifying career prospects, and improving the quality of organizational support relevant to outsourced employees to reduce turnover intention more effectively.

PurposeThis study examines employee emotional exhaustion and turnover intention as the consequences of problematic customer behaviors and tests the role of perceived organizational justice and job satisfaction in mitigating these consequences.Design/methodology/approachA four-hypothesis model was tested using partial least squares structural equation modeling (PLS-SEM) based on a two-phase survey of 369 frontline services employees in Vietnam with a three-month time lag.FindingsThe study shows that abusive and unreasonably demanding customer behaviors have positive effects on emotional exhaustion, which, in turn, reduces job satisfaction and, subsequently, turnover intention. It also reveals that organizational justice mechanisms attenuate the positive association between emotional exhaustion and turnover intention. Job satisfaction indirectly mitigated the turnover intention of emotionally exhausted employees who had to deal with problematic customer behaviors, especially in the service sector in Vietnam, an emerging market.Originality/valueBuilding upon the social exchange theory (SET) and the conservation of resources theory (COR), this study extended the research on organizational justice with respect to emotional exhaustion in the customer service sector that received less attention previously. Rather than merely focusing on the interpersonal factors (e.g. respect and sensitivity) as organizational support does, organizational justice encompasses employees' perception of fairness of outcome and the whole process in an organization to reach decisions.

Conflict is inevitable in groups and organizations because of complex and interdependent organizational life. Drawing on conservation of resources (COR) theory (Hobfoll, 1989), this study investigates why and how task conflict can relate to turnover intention. This study aims to find the mediating effect of emotional exhaustion on the relationships between task conflict and turnover intention. Moreover, we propose that professional identity buffers the emotional exhaustion that can reduce turnover intention in the workplace. Survey data were collected from 281 employees in a mid-sized professional service company located in South Korea. The findings of this study were that task conflict is positively related to emotional exhaustion and employees’ turnover intention. For employees with high professional identity, the relationship between task conflicts and emotional exhaustion and the indirect effect of task conflict on turnover intention via emotional exhaustion were weaker, compared to employees with low professional identity. The results of this study provide theoretical implications on conflict research and suggest practical directions for a systematic task conflict management program to reduce employees’ emotional exhaustion and employees’ turnover intention. Keywords: task conflict, emotional exhaustion, turnover intention

Purpose Drawing on the Affect Theory of Social Exchange and Conservation of Resources Theory, this research aims to examine the impact of workplace ostracism against frontline LGBTQ+ service employees by their colleagues on service sabotage, an intentional anti-service behavior toward customers. Design/methodology/approach A moderated serial mediation model was tested using survey data from frontline LGBTQ+ service employees. Emotional exhaustion and reduced social desirability were examined as mediators in the ostracism–sabotage relationship. The model also tested the moderating role of psychological ownership in the emotional exhaustion–social desirability pathway. Findings Workplace ostracism was found to be positively associated with service sabotage. Both emotional exhaustion and reduced social desirability mediated this relationship, individually and sequentially. In addition, psychological ownership attenuated the negative effect of emotional exhaustion on social desirability. Practical implications Organizations should revise antidiscrimination policies to explicitly address ostracism and redesign recruitment practices to foster inclusivity, thereby promoting a work environment where LGBTQ+ employees can thrive and contribute positively to service outcomes. Social implications The implications of workplace ostracism extend beyond organizational boundaries, reinforcing broader stigma toward LGBTQ+ individuals. Service sabotage, although often indirect retribution, may confirm negative stereotypes for customers, legitimizing further coworker exclusion and amplifying societal discrimination. This recursive cycle highlights how workplace dynamics and customer perceptions mutually reinforce bias. Effective interventions should be evaluated not only for organizational outcomes but also for enhancing LGBTQ+ employees’ dignity, belonging and authenticity. By fostering ownership, support networks and resilience, firms can mitigate sabotage, improve service outcomes and more importantly, disrupt stigma while advancing inclusion and contributing to broader cultural change. Originality/value This study extends service management and diversity research by revealing how workplace ostracism contributes to customer-directed harm through specific psychological mechanisms in frontline LGBTQ+ service employees. To the best of the authors’ knowledge, the link between workplace ostracism and service sabotage has not been examined beyond Sarwar et al. (2020), who focused solely on nursing and did not consider how ostracism may be experienced in marginalized groups such as LGBTQ+ employees.

PurposeThis study investigates whether prolonged durations of work from home (WFH) leads to workplace ostracism (WO), and whether such relationship is moderated by perceived organizational support (POS). The context of this research is based on the post-COVID-19 pandemic period, when most organizations have either recalled their employees back to their physical workplaces, or in other cases employees are relegated to continued WFH or to a hybrid model that combines both in-office and remote work. The importance of this study is the spotlight it brings to employees who feel ostracized from their workplace due the continued practice of WFH.Design/methodology/approachA conceptual model is developed, by leveraging the conservation of resources (COR) theory. The hypotheses are tested by using cross-sectional survey data collected from 240 employees working in various organizations in the Sultanate of Oman from both public and private sectors. The data are analyzed using R Core Team software.FindingsThe findings of the study reveal that WFH does not have any direct impact on WO. However, when POS is applied as moderator, the results indicate that at low levels of POS, the relationship between WFH and WO becomes significant, but not at moderate to high levels of POS.Research limitations/implicationsThis study provides insights into how the phenomenon of WFH is likely to influence perceptions of employees in terms of feeling excluded from the organization by being asked to continue to work remotely, while many of their colleagues have returned to their prepandemic workplaces. The implications of the findings are relevant to the growing literature on employee experiences in the realm of emerging work models being introduced by organizations. Among the limitations of this study is the fact that there may be missing mediators that link WFH with WO, and the possibility that such a study if replicated in other cultural contexts may yield different results.Practical implicationsThis study presents evidence to managers on leveraging the power of organizational support to ensure that negative emotions among employees such as WO are mitigated.Originality/valueThis appears to be among the first studies that attempts to provide insights into employee perceptions about WO in the postpandemic period, especially with regards to the emerging work arrangements that are primarily based on WFH that are being widely adopted by many organizations around the world. The results of this study provide useful information about how WFH and POS come together to influence emotions of individuals who have been longing to get back to their normal workplace once the social distancing guidelines of the pandemic were lifted.

This research aims to examine the relationship between Work-Related Extended Availability (WREA) and Perceived Organizational Support (POS) on Turnover Intention (TI) among Generation Z employees in Indonesia. The study also analyzes the mediating roles of Emotional Exhaustion (EMO) and Work Engagement (WE), as well as the moderating roles of POS and WREA in these relationships. A quantitative approach was employed through an online survey distributed via Google Forms. Data were collected using purposive sampling from 310 Generation Z employees working across various industrial sectors in Indonesia. Data analysis was conducted using Partial Least Squares-Structural Equation Modeling (PLS-SEM) with SmartPLS version 4 software. The findings indicate that WREA significantly increases EMO, which subsequently raises TI among Generation Z employees in Indonesia. Conversely, POS enhances WE and indirectly reduces TI. The moderating effect of WREA on the POS–WE relationship was significant, whereas the moderating effect of POS on the WREA–EMO relationship was not supported. This study extends the application of the Job Demands-Resources (JD-R) model within the context of Generation Z employees in Indonesia by simultaneously integrating mediation and moderation effects. Practically, organizations should limit WREA and strengthen support tailored to the digital needs of Gen Z employees to prevent emotional exhaustion and reduce turnover intention.

Toxic leadership is a growing problem in nursing settings marked by high job demands and emotional strain, yet little is known about how it leads to nurses’ turnover intention. Despite growing interest in destructive leadership behaviors, limited empirical research has examined the mechanisms and boundary conditions through which toxic leadership influences nurses’ turnover intention. Guided by the Conservation of Resources theory, Social Exchange Theory, and the Stress–Strain–Outcome model, this study examines emotional exhaustion as a key mechanism linking toxic leadership to turnover intention and explores job insecurity and coworker support as important moderating factors between Toxic leadership-turnover intention, as well as between Toxic leadership -emotional exhaustion relationships. A quantitative, cross-sectional research design was employed. Data were collected from 348 nurses working in public and private hospitals across multiple regions in Saudi Arabia. Partial Least Squares Structural Equation Modeling (PLS-SEM) was applied to test the hypothesized direct, mediating, and moderating relationships. Reliability, convergent validity, discriminant validity, and common method bias were systematically assessed. The findings revealed a significant positive relationship between toxic leadership and nurses’ turnover intention, as well as emotional exhaustion. Emotional exhaustion was found to partially mediate the relationship between toxic leadership and turnover intention, supporting the Stress–Strain–Outcome framework. Job insecurity significantly strengthened the relationship between toxic leadership and turnover intention, but unexpectedly did not moderate the relationship between toxic leadership and emotional exhaustion. Conversely, coworker support weakened the positive relationship between toxic leadership and turnover intention, while its moderating effect on emotional exhaustion was not significant. This study highlights emotional exhaustion as a central mechanism through which toxic leadership drives nurses’ intentions to leave their jobs. The findings demonstrate that job insecurity amplifies, while coworker support buffers, the harmful behavioral consequences of toxic leadership. The study offers important theoretical contributions by integrating Conservation of Resources theory, Social Exchange Theory, and the Stress–Strain–Outcome model within a nursing context. Practically, the results underscore the need for healthcare organizations to prevent toxic leadership, reduce job insecurity, and strengthen coworker support systems to improve nurse retention and well-being.

Purpose: This study examines the impact of abusive supervision on turnover intention among faculty members at private universities in Bangladesh. It examines emotional exhaustion as a mediator and employee resilience as a moderator. By using Affective Events Theory (AET) and Conservation of Resources Theory (COR), this study addresses the scarcity of research on the dark side of leadership in South Asian higher education, particularly using AET and COR together, and exploring the combined mediation and moderation model in this context. Design/Methodology/Approach: Data were collected from 319 faculty members at private universities in Bangladesh. SPSS v27 and AMOS v24 were used to analyze the relationships among abusive supervision, emotional exhaustion, resilience, and turnover intention. Findings: The results reveal that abusive supervision significantly increases turnover intention (β = 0.376, p < 0.01) and emotional exhaustion (β = 0.559, p < 0.01). Emotional exhaustion was found to mediate the relationship between abusive supervision and turnover intention, with a significant positive indirect effect (β = 0.141, p < 0.01). Furthermore, employee resilience was found to significantly weaken the positive association between emotional exhaustion and turnover intention (β = -0.159, p < 0.01). Practical implications: The study underscores the need to address abusive supervisory behaviors to reduce turnover intention. It highlights the importance of leadership development and resilience-building initiatives to improve faculty retention and organizational well-being. Originality/Value: This study contributes to the limited literature on abusive supervision in South Asia and emphasizes the protective role of resilience in mitigating its negative outcomes. It provides valuable insights for improving faculty retention and leadership practices in higher education.

PurposeThe purpose of this research is to explore the relationship between supervisor-subordinate Guanxi (SSG) and employee affective commitment. Integrating social exchange theory (SET) with conservation of resource (COR) theory, this paper explores the mixed effect of SSG on affective commitment as well as the moderating roles of an individual difference (subordinate work ethic) and a contextual variable (procedural fairness).Design/methodology/approachThis research adopted a survey involving 249 subordinates to test the hypothesized model.FindingsThe results showed that the relationship between SSG and affective commitment was inverted U-shaped, and this relationship was moderated by work ethic and procedural fairness, respectively.Research limitations/implicationsDespite those contributions listed above, there are still some limitations that future research should seek to address. First, the data of this research are cross-sectional, which might cause common method bias to responses. However, all the hypotheses are higher-order forms of the main effects (curvilinear and moderating effects), which are not affected by the cross-sectional nature of the study (Podskoff et al., 2003). Moreover, given these variables in the model are related to subordinates' internal psychological states or perceptions, data for the study should be collected from subordinates. Relatedly, the cross-sectional nature of the dataset may raise a question about the directionality of the relationships. However, the research model is based on strong theories (i.e. SET and COR theory). In addition, prior research has indicated that Guanxi has an influence on commitment, not vice versa (Cheung et al., 2009; Chen and O'Leary, 2018). However, given that only experimental design can conclusively prove the directionality of the relationship, the authors encourage to replicate the current study using such a design. In addition, the authors encourage future studies to collect longitudinal data and replicate the current study. Second, this study only tested how work ethic and procedural fairness moderated the relationship between SSG and affective commitment. The authors encourage future research to explore the moderating effect of other moderators, such as the integrity of supervisors. In particular, when the supervisor has a high level of integrity, the negative influence of higher SSG may be weakened. Third, this study did not explore the mechanism linking SSG with affective commitment. Future studies should explore the potential mechanisms. For example, subordinates' emotional exhaustion might be the potential mechanism between SSG and affective commitment.Practical implicationsThe results imply that supervisors should treat SSG as a double-edged sword and maximize the positive influence of SSG. In addition, organizations should hire individuals with high work ethic or provide related training. At last, organizations should realize the importance of procedural fairness and set a sector that oversees making and executing well-designed roles.Originality/valuePrevious studies on SSG mainly focused on its positive effect on affective commitment, neglecting to explore its negative effect. This paper helped to illustrate the relationship between SSG and affective commitment comprehensively by indicating the relationship between SSG and affective commitment was inverted U-shaped and moderated by work ethic and procedural fairness, respectively.

Orientation: Turnover intention, a precursor of employee turnover, comprises some of the challenges experienced by the 21st-century organisation – the aviation industry has not been spared.Research purpose: The primary goal of this study was to conduct an analysis of the relationships between perceived organisational support (POS), organisational commitment and turnover intention at a selected organisation within the aviation industry.Motivation for the study: Relatively, little attention has been directed at examining employees’ POS and organisational commitment on turnover intention in the aviation sector.Research approach/design and method: A quantitative research design was used. The sample composed of employees (N = 240) employed at an international aviation organisation, which operates in Cape Town, Brno and Istanbul. The participants were drawn using convenience sampling. Data were analysed using the Pearson correlation and multiple regression techniques.Main findings: High levels of reliability were found for the scales used in this study. Significant correlations were found among POS, organisational commitment and turnover intention. A linear regression analysis indicated that both organisational commitment and POS are significant predictors of turnover intention.Practical/managerial implications: The findings of this study suggest that POS and commitment play a significant role in reducing turnover intention. Employee support programmes should be offered as a panacea for turnover intention given the need for employee retention and commitment in this industry.Contribution/value-add: The aviation industry strives to retain employees, by investing in employees’ training and development. The contribution of the study can ensure passenger safety and avoid aircraft disasters. Perceived organisational support is likely to enhance commitment and reduce staff turnover.

Purpose – The purpose of this study is to examine that how employees feels ostracize in an organization and develop negative behavioral outcomes like cynicism which leads to turnover intention, based on conservation of resource theory. The cynicism is tested as mediator between ostracism and turnover intention, to examine that how the experience of being ostracized appeared in the form of negative emotions and cynical behavior with reference to other employees and employer which brings out the intention to leave the job. Design/methodology/approach – Using the convenience sampling for collection of data, the link of google form questionnaire is sent to 420 people who are currently working in any organization. The questionnaire is consists of 25-items. The item-response theory by (Krejcie & Morgan, 1970) was use for determining the sample size. The SEM is utilized to verify the research model. Findings – There is no direct relationship found between workplace ostracism and organizational cynicism but there is strong and positive relationship found between workplace ostracism and turnover intention and organizational cynicism with turnover intention. There is partial mediation of organizational cynicism found between workplace ostracism and turnover intention. Limitations – This study is based on cross-sectional data. The results of the study cannot be generalized to all organizations due to limited access in data collection. Practical implications –This study highlights the importance of conserving personal resources while you are at workplace. This study is provided assistance to the members of the organization to understand that how to identify ostracized employees. This study has successfully identified the importance of employee’s mental health. Originality/value – This study measured the exact relationship of workplace ostracism with organizational cynicism and their impact of turnover intention using conservation of resource theory.

Based on social exchange theory and the principle of reciprocity, this paper discusses the relationships among employees' perceived organizational support (POS), job satisfaction, turnover intention and locus of control, and proposes a theoretical model that job satisfaction mediates the relationship between perceived organizations and turnover intention, and 384 employees were assessed as a sample of the empirical research. This paper uses the locus of control to test the influence of individual employee's attitude towards turnover intention. The results showed that: perceived organizational support had a significant positive correlation with job satisfaction; perceived organizational support had a significant negative correlation with turnover intention; and job satisfaction mediates the relationship between perceived organizational supports and turnover intention.