International Journal of Management (IJM)

Volume 11, Issue 10, October 2020, pp. 2401-2407. Article ID: IJM_11_10_236
Available online at https://iaeme.com/Home/issue/IJM?Volume=11&Issue=10
ISSN Print: 0976-6502 and ISSN Online: 0976-6510
DOI: https://doi.org/10.17605/OSF.IO/ZTF5R

© IAEME Publication Scopus Indexed

MODERATING EFFECT OF JOB

SATISFACTION ON TURNOVER INTENTION
AND STRESS BURNOUT AMONG EMPLOYEES
IN THE INFORMATION TECHNOLOGY
SECTOR
Arul Ramanatha Pillai
Assistant Professor & Research Advisor, PG and Research Department of Commerce,
St. Joseph’s College (Autonomous), Affiliated to Bharathidasan University, Tiruchirappalli,
Tamil Nadu, India. ORCID ID: 0000-0001-9877-647X

Kavitha Bangalore Venkatesh

Ph.D Research Scholar (Part-Time), PG and Research Department of Commerce,
St. Joseph’s College (Autonomous), Affiliated to Bharathidasan University, Tiruchirappalli,
Tamil Nadu, India. ORCID ID: 0000-0002-2871-7455

ABSTRACT
Purpose: This study determined the relationship between turnover intention and
stress burnout with the moderating effect of job satisfaction. Burnout the stress is the
most important factor that leads to turnover intention. Especially in the Information
technology sector, the employee faced these challenges nowadays.
Methods: The study moves with the quantitative method with a simple random
sampling technique. The sample of the study is 392 in Bangalore City. To collect the
data, a structured measurement scale was used. Hypotheses were framed based on the
conceptual framework of the study. The constructed hypotheses were tested by using
statistical tools such as regression analysis to validate the purpose.
Findings: The findings of the study explores that there is a positive relationship
between turnover intention and stress burnout among the employees in the information
technology sector.
Conclusion: The turnover intention was initiated to fluctuate depending on working
circumstances. There is insufficient research on burnout and turnover intention with
moderating effect on job satisfaction
Key words: Job Satisfaction, Turnover Intention, Stress Burnout, IT Sector employees.

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Moderating Effect of Job Satisfaction on Turnover Intention and Stress Burnout among Employees in
the Information Technology Sector

Cite this Article: Arul Ramanatha Pillai and Kavitha Bangalore Venkatesh, Moderating
Effect of Job Satisfaction on Turnover Intention and Stress Burnout among Employees
in the Information Technology Sector, International Journal of Management (IJM),
11(10), 2020, pp. 2401-2407.
https://iaeme.com/Home/issue/IJM?Volume=11&Issue=10

1. INTRODUCTION
In the competitive world, it is essential to know the practices for stress management. Stress is
an emotion of anxiety that happens in response to pressure from the outsider when they sense
they cannot knob the condition (Beevi et al., 2019). Generally, it is perceived that corporal
bodies and things, individuals are also inclined to prevent outer services from acting upon them
(Hobfoll, 1989). The term stress defines that it is a divergence between the individuals and their
working atmosphere (Arshadi & Damiri, 2013). High levels of stress can impair workers’
performance and result in negative behavioral and attitudinal work outcomes (Barling et al.,
2005). Most of the recent studies have displayed that enduring work pressure conduces an
emotion of over depletion of energy that demoralizes comfort. It follows when job-related
personal possessions are continuously overdone by work difficulties. It is important to
determine turnover intents as possible to permit planners to support implementing a course of
action. The turnover intention was described to be extremely associated with standard turnover
(Cotton & Tuttle, 1986). Hay (2001) initiate that the majority of the worker indicated learning,
career opportunities, and development as the notable purpose to stay in an organization, which
lead to job satisfaction. Employees who are disappointed would finally consent to the
organization, and loss the knowledge that the employees had brought in. If the organization
decides to recruit new employees to replace those who leave, and their feelings of
disappointment are not met also, this could affect the everyday process and the malicious cycle
of the turnover rate will occur again.
One of the most significant factors in the information technology sector is employees. The
affordability of the information technology sector and its persistence are based on the quality
of services that they provide. It is not only required to have skilled staff that accomplishes their
roles efficiently but would also want to sustain their staff (Subramanian & Shin, 2013). For that
purpose, the factors that impact the turnover intention desires to be determined to drop
employees, safeguard their satisfaction, and to encounter their needs (Kim & Jogaratnam,
2010). The fast-paced world and forever-changing environment in the IT sector require a low
turnover rate for effective actions at a low cost. Management of multiple characters across
several domains escalations interpersonal and intrapersonal struggles among the employees,
(Zahra et al., 2018).

1.1. The Objective of the Study

• to identify the role of stress burnout among the employees in information technology
sectors.
• to assess the relationship between turnover intention and stress management among the
information technology employees.
• to determine the moderating role of job satisfaction on turnover intention and stress
burnout among the employees.

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 Arul Ramanatha Pillai and Kavitha Bangalore Venkatesh

2. LITERARY REVISED
2.1. Turnover Intention
Turnover intention is defined as an attitudinal, decisional, and behavioral process (Perumal et
al., 2018). It is the sensible desire to pursue other possibilities in other organizations. Turnover
occurs when the employee voluntarily leaves their jobs and should be replaced (Mallika & Das,
2017). When the workers’ performance is regularly poor, fears or penalties led to numerous
people being enthusiastic or being helpless and reproved enough to leave. Turnover Intentions
have a positive relationship with job stress and job satisfaction (Lestari et al., 2018). According
to a previous study, if the level of job stress rises, individuals are more probable to consent to
their jobs and search for new opportunities, either within the arena or in other industries. The
employees leaving an organization is mentioned as turnover. The high turnover rate, the high
cost of recruitment, training, experience, socialization, and so on.

2.2. Stress Burnout

Freudenberger (1974) proposed the concept ‘burnout’, and considers it has two features:
physical symptoms and behavioral symptoms. Physical symptoms denote the perceived state of
an individual of depletion and fatigue. The behavioral symptoms define that it is challenging to
regulate emotions, finally prominent to poor performance. Burnout arises more generally
among IT employees who work more but have complications managing extreme emotional and
communication loads and also long-term hindrances such as inadequate emotional wealth. Choi
et al. (2019) authorize that job stress is a substantial originator of IT employees’ turnover
intention and burnout. This strongly impacts the work outcome and the mutual impact of
burnout and stress is more observable whereas burnout plays a durable intermediate role
between outcome at the workplace and stress (Singh, 1993). Some of the studies elaborate on
the impact of burnout on turnover intention (Kim and Lee, 2009; Lingard, 2010) and the
mediation role of burnout on the association between work-family conflict and work overload
on turnover intention (Ahuja et al., 2007).

2.3. Job Satisfaction

Primarily, job satisfaction was termed as the satisfaction of physical and psychological states
of the staff towards their work (Hoppock, 1936). Later, it was called the understanding of an
individual’s work values in the workplace, which is consequential in a satisfying emotional
state which not only based on the work nature, but also depends on the personality, expectation,
and attitude of the staff (Bussing et al., 1999). Less job satisfaction is the common reason for
turnover and less quality of health care. There is an embarrassment in investigating job
satisfaction, turnover intention, and burnout. This study identified that high work pressure and
less job satisfaction simply lead to burnout so job satisfaction is one of the crucial forecasters
of burnout (Visser et al., 2003). Job satisfaction and burnout have no specific order and they
want to be identified. Yin et al., (2008) define that satisfaction with the job itself, off-duty
engagements, and occupational risks are the major factors impacting IT employees’ burnout.

3. METHODOLOGY
3.1. Sample and Data
The researcher selects the employees working in the information technology sector in
Bangalore city as a population of the study. The sample size is 392 which is drawn by using the
stratified random sampling method. The data was collected from the respondents through
google forms. With the support of a measurement scale, the data was collected.

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Moderating Effect of Job Satisfaction on Turnover Intention and Stress Burnout among Employees in
the Information Technology Sector

3.2. Methods and Measure

In the survey, a 5-point Likert scale was used to rate the preference level of the respondents.
The measurement scale consists of four major sections. The first part deals with the
demographic profile of the respondents, the second part contains turnover intention, it has 5-
items adopted from Griffeth (1988). The third section deals with burnout, it has 5-items adopted
from Maslach Burnout Inventory (MBI). The final part consists of job satisfaction has 18-items
adopted from the Job Satisfaction Survey and Minnesota Satisfaction Questionnaire. Finally,
the valid responses were scrutinized without any outliers.

3.3. Conceptual Framework

Figure 1

3.4. Hypotheses Development

The hypotheses are constructed based on the conceptual framework.
H1: Burnout is positively and significantly related to Turnover Intention
H2: Job Satisfaction moderates the relationship between Burnout and Turnover Intention

4. ANALYSIS AND INTERPRETATION

Table 1 Descriptive Statistics
FACTOR PARTICULAR RESPONDENTS MEAN SD
Below 25 56
26 – 35 111
Age 2.54 0.87
36 - 45 180
46 and above 45
Male 184
Gender 1.53 0.50
Female 208
Less than 25000 78
Monthly Income 25001 – 50000 99
2.53 1.00
(in Rs) 50001 – 75000 144
More than 75001 71
Below 1 year 66
2 – 3 years 129
Experience 2.54 0.98
4 – 5 years 118
6 and above years 79
N = 392
Source: Field Data

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 Arul Ramanatha Pillai and Kavitha Bangalore Venkatesh

From the above table-1, 56 respondents belonged Below 25 years old, 111 respondents
belonged to 26 - 35 years old, 180 respondents belonged to 36 - 45 years old, and 45 respondents
belonged to 46 and above years old. In the gender category, 184 were male and 208 were
female. Based on monthly income, 78 respondents have less than Rs.25000, 99 respondents
have Rs.25001 – Rs.50000, 144 respondents have Rs.50001 – Rs.75000, and 71 respondents
have Rs.75001 and above. Under the experience category, 66 respondents had Below 1 year of
experience, 129 respondents had 2 - 3 years of experience, 118 respondents had 4 - 5 years of
experience, and 79 respondents had 6 and above years of experience.

Table 2 Reliability Statistics

Factors No. of. Items Cronbach’s Alpha
Burnout 5 0.824
Turnover Intention 5 0.971
Job Satisfaction 18 0.910
The Cronbach's alpha test was performed to evaluate the reliability of the variables. The
alpha value for burnout is 0.824, the turnover intention has 0.971, and job satisfaction has 0.910.
It represents that the variables are reliable statistically.

Table 3 Correlation Analysis

Items Correlation Burnout Turnover Job Satisfaction
Intention
Burnout Pearson Corr 1 .862** .914**
Sig (2-tailed) .000 .000
N 392 392 392
Turnover Pearson Corr .862** 1 .971**
Intention Sig (2-tailed) .000 .000
N 392 392 392
Job Satisfaction Pearson Corr .914** .971** 1
Sig (2-tailed) .000 .000
N 392 392 392
(** Correlation is significant at 0.01 level (2-tailed)

The above-mentioned table shows the correlation analysis. As declared previously Burnout
was analyzed and with the dependent factor as Turnover Intention with the moderation effect
of Job satisfaction. The Pearson Correlation for burnout with turnover intention = .862** (It is
significant at the 0.01 level), hence there is a positive relationship between burnout and turnover
intention. The Correlation between job satisfaction with turnover is = .914** (It represents that
significance at the 0.01 level), and the correlation between job satisfaction with turnover
intention is = .971** (It displays that significance at the 0.01 level). Hence, job satisfaction
moderates the relationship between burnout and turnover intention among the employees
working in the information technology sectors.

Table 4 Summary of Hypotheses Testing

Hypotheses Result
Burnout is positively and significantly related to Turnover Intention Supported
Job Satisfaction moderates the relationship between burnout and
Supported
turnover intention

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Moderating Effect of Job Satisfaction on Turnover Intention and Stress Burnout among Employees in
the Information Technology Sector

5. CONCLUSION
This study expands the destructive significance of burnout in multiple ways. For beginners, this
study offers strong theoretical background for burnout, turnover intention, and job satisfaction
among the employees in the information technology field. Second, relating stress burnout to
turnover intention has been recognized and has a positive relationship for individuals as well as
the organization. While there are different negative concerns of politics, the essential aspect
that relates to burnout and intention regarding turnover are hardly investigated. The turnover
intention was initiated to fluctuate depending on working circumstances. There is insufficient
research on burnout and turnover intention with moderating effect on job satisfaction in the
literature. Also determined that the employee with the highest absence level work in the other
sectors.
The result supports Becker’s theory. Becker (1960) supported that an employee devotes
over time to the organization (e.g. pay raises, benefits, stocks, position, retirement, and
pensions) and these reserves are obtained from the individual to the organization. It is otherwise
called the Baker as sunk costs.
Other researchers reinforced that an individual expends more in their organization, he or
she constructs strong interpersonal relations and satisfaction through frequent interactions with
others, and that this stress burnout leads to shrinkage in turnover intention. The literature for
this study is more consistent with the western content. This assisted to describe the variances
of results in the particular field, and the findings if they were to associate with this study. In the
practice of burnout upsetting turnover intention, job satisfaction may be observed as a mediating
factor to impact its effect, and the mediating role was a limited mediating effect and it has a
less impact Turnover intention was positively associated with job satisfaction as well as
positively related to burnout.
Future research should study similar research frameworks in different population groups
such as the banking, telecommunication, hospitality, or even the manufacturing industry.
Although it could be a challenge, involving more than one industry as the studied population
improves the findings of the result as comparison can be made, and thus, the researcher may as
well get to identify which industry that has the highest level of turnover intention among the
employees.

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