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Employee
Modeling the impact of employee engagement
engagement and happiness on and happiness
on burnout
burnout and turnover intention
among blue-collar workers at a 499

manufacturing company Received 8 January 2019

Revised 11 July 2019
Accepted 26 July 2019
Nivethitha Santhanam
Department of Management Studies,
National Institute of Technology Tiruchirappalli, Tiruchirappalli, India, and
Sharan Srinivas
Department of Industrial Manufacturing and System Engineering,
University of Missouri, Columbia, Missouri, USA and
Department of Marketing, University of Missouri, Columbia, Missouri, USA

Abstract
Purpose – The purpose of this paper is to examine the impact of engagement on job burnout and turnover
intention (plan to leave the organization) among blue-collar workers in manufacturing facilities. In addition,
this study also explores the role of happiness as a moderator in explaining the effect of engagement on
burnout and turnover intention.
Design/methodology/approach – The data required to examine the hypothesis were collected using
well-established research instruments from 1,197 blue-collar employees working at three manufacturing
facilities that are owned and operated by the same company in India. The hypotheses were examined and the
conceptual model was validated using structural equation modeling. The statistical analyses were conducted
using two statistical packages, namely, SPSS and SPSS–AMOS.
Findings – The results indicate that a disengaged employee is at higher risk of burnout and is likely to leave
the organization in the near future. Furthermore, employee burnout was positively associated with turnover
intentions. Happiness was established as a significant moderating factor in the relationship between
employee engagement and burnout and turnover intention. Besides, the prevalence of happiness and turnover
intention was higher in males.
Practical implications – The results showed the importance of engagement and happiness on reducing
burnout and turnover intention. Organizations could capitalize on these findings by implementing new and
improving their existing quality management initiatives, which, in turn, could improve the employee’s
organizational commitment.
Originality/value – This study contributes to the industry and academia by exploring the perceptions of
working-class, blue-collar employees, which has received limited attention till date, despite specific negative
job characteristics.
Keywords Quality management, Human resource management, Burnout, Turnover intention,
Employee engagement, Happiness
Paper type Research paper

1. Introduction
In today’s fast-changing work environment, skilled professionals have a plethora of
opportunities to change jobs. To retain its workforce, most organizations engage and empower
their employees by implementing new and improving their existing quality management
Benchmarking: An International
initiatives. Total quality management (TQM), an operating approach for continuous Journal
improvement in businesses processes, is often adopted to involve the employees, ensure a Vol. 27 No. 2, 2020
pp. 499-516
process-oriented approach and stay competitive in the global market. A major step toward TQM © Emerald Publishing Limited
1463-5771
and continuous improvement is the implementation of ISO 9001, an international standard for DOI 10.1108/BIJ-01-2019-0007
BIJ quality management system. One of the critical factors for success with ISO 9001 and TQM is
27,2 human resource development, which ensures that the employees are loyal, competent, engaged
and motivated in their role. Thus, quality management plays a cardinal role in achieving
positive human resource outcomes such as low employee turnover –a major issue plaguing both
manufacturing and service industries across the globe.
The median tenure of an average worker with an employer is 4.2 years (Bureau of Labor
500 Statistics, US Department of Labor, 2018). Currently, employee turnover is the highest it has been
in the last 10 years. More than 50 percent of all organizations globally struggle to retain their
best performers (Watson, 2014). A report by Deloitte (2018) has highlighted that with millennials
becoming the largest group in the global workforce, this trend is expected to continue as two-
thirds of them are planning to leave their current position by 2020. Moreover, working-class,
blue-collar jobs, which are labor intensive, appear to be more prone to turnover compared to
white-collar jobs. A high turnover rate creates a vacuum in the labor force thereby hurting
workplace productivity and ultimately the company’s bottom line. Besides, to appoint a suitable
replacement, it is estimated to take 42 days and cost six to nine months of the employee’s salary
in recruiting and training expenses (Society for Human Resource Management, 2017).
Employee turnover is more rampant in developing countries such as India, where 80
percent of the employees stay in their tenure for just two to five years and only 12 percent
stay longer than 10 years (Nair, 2016). India is one of the fastest growing countries in the
world with a large group of a young workforce with over 78 percent being involved in blue-
collar jobs (Ministry of Labor and Employment, 2016). Competitive monetary compensation
is no longer the only sufficient trade to retain employees as other attributes, such as
employee engagement, positive well-being, job satisfaction, organizational identification and
motivation, also play a critical role and a company may risk losing its skilled employee if it
is unable to transfer these values (Van Dick et al., 2004; Saks, 2006). Moreover, in most cases,
the top performers contemplate on leaving while the low/mediocre performers remain with
the organization. Examining the predictors of turnover intention is critical for the managers,
as consequences of turnover lead to reduced profits, due to increased employment cost and
poor performance (Upadhayay and Vrat, 2016). Skelton et al. (2019) have stated that
identifying the determinants of employee turnover in manufacturing companies is crucial
from both business and social perspectives. Therefore, it is necessary to understand the
profound system behind the intention of an employee to leave the company.
In recent times, the focus on employee engagement has increased tremendously from the
academics and industry perspective. Singh and Gupta (2015) have highlighted engagement of
talented workforce as one of the most significant challenges for the organizations. A report by
Harter (2018) highlighted engagement as a significant predictor of employee well-being,
productivity and profitability. Besides, engaged employees can either make or break the bottom
line of the organization (Lockwood, 2006). Many research studies have identified the significant
association between employee engagement and positive organizational outcomes such as
increased job satisfaction, customer satisfaction, organizational commitment, employee retention,
productivity, financial performance, organizational citizenship behavior, reduced burnout and
decreased employee intention to leave (Saks, 2006, 2019; Bailey et al., 2017; Harter et al., 2002).
In 2003, the Royal Bank of Scotland referred three vital components for an engaged
employee – say (speaking certainly about the organization), stay (intense desire to be with
the organization) and strive (exerting discretionary effort for the success of the organization)
and also highlighted the strong association between high engagement and better
performance (Hewitt Associates, 2003). In developed countries such as the USA, employee
engagement has been on the rise for the last 10 years with a record new-high of 34 percent
engaged employees in 2018 (Harter, 2018). However, employees in the manufacturing and
production jobs in the USA marked the lowest level of engagement with 23 percent. The
pattern of low engagement among manufacturing workers appears to be common in many
other countries as well (Albrecht et al., 2015). While the blue-collar manufacturing jobs have Employee
been declining drastically over the years in the USA, it has increased substantially in engagement
developing countries like India and China which have abundant young, low-cost workers. and happiness
Moreover, China and India, countries which have a dominant share of blue-collar employees,
experience meager employee engagement rate of 6 and 9 percent, respectively (Crabtree, on burnout
2013). Though the positive outcomes of engaged employees are highlighted in much of the
existing literature, there exists dearth of studies examining the outcome of employee 501
engagement in the context of blue-collar employees in the manufacturing sector.
In the manufacturing industry, the employees at the shop floor level are expected to
perform highly monotonous and repetitive job tasks for a prolonged period of their career. In
addition, shop-floor employees are constantly pressurized and expected to achieve the
targeted productivity level with best-in-class quality. Performing the same job task with an
intense focus on a constant and continuous basis could increase their level of exhaustion
and stress leading to job burnout. Traditionally, employee burnout is extensively studied in
service industries – jobs that require high human interaction. However, the level of burnout
and its impact is rarely focused in the manufacturing industry, especially at the shop floor
level where employees are performing repetitive tasks.
This paper is motivated by a real-life case study of a manufacturing company that owns
three production facilities in India. The company has committed to improve its
organizational climate and continue its path toward TQM. However, the HR departments
of the ISO-certified facilities are facing the problem of high employee turnover despite
providing above-industry average pay and benefits. In 2017, the employee turnover at the
organizations averaged 20 percent, out of which 58 percent were young millennials.
Consequently, the organizations suffered an average decline of 24 percent in their
productivity. Moreover, the concerns regarding high turnover were also raised during the
quality audit of these organizations. In the age of globalization, it is necessary to study the
determinants of turnover intention as manufacturing firms in India are forced to produce
world-class capabilities to outlive and outpace the competition. Turnover intention, a plan to
resign, is the antecedent for turnover and can be caused by multiple factors such as job
dissatisfaction, job insecurity, non-competitive pay, job disengagement and higher job
burnout. Therefore, the objective of this research remains two-fold: to examine the
relationship between some of the most prevalent issues in the manufacturing industry,
namely, burnout and turnover intention, among the blue-collar workers from the context of
employee engagement; and to explore the role of happiness as a moderator between
employee engagement, burnout and turnover intention.
The remainder of the paper is organized as follows. Section 2 provides a detailed review of
the literature and hypothesized relationship among the study constructs. Section 3 presents
the measures adapted data collection procedure and sample characteristics. Section 4
discusses the validity of the measures and results obtained based on the structural equation
modeling (SEM). Section 5 summarizes the results, provides managerial implications and
derives directions for future research.

2. Literature review
This section reviews some of the notable works related to the key variables (measures)
considered in this study, namely, turnover intention, burnout, employee engagement and
happiness. These measures are also critical for quality management systems such as ISO
9001:2015.

2.1 Employee turnover intention

Employee turnover intention refers to an individual’s intent to resign from one’s work or
organization (Tett and Meyer, 1993), and acts as an immediate precursor for actual employee
BIJ turnover (Griffeth et al., 2000). Earlier studies have found a strong association between
27,2 employee turnover intention and actual turnover (Bluedorn, 1982; Tett and Meyer, 1993).
Therefore, turnover intention is contagious and affects the employee’s morale. Bluedorn (1982)
has recommended using intention to quit factor rather than actual turnover behavior as it is
comparatively less expensive to collect data on the former factor. In other words, turnover
intention could act as a surrogate measure for actual employee turnover. Also, turnover
502 intention is a scaled measure and less influenced by external factors (such as availability of
alternative jobs, labor market conditions, etc.) and therefore more accurately reflects
employee’s attitude toward the organization. Considering these advantages, the present study
examines the shop-floor employees’ intention to quit rather than actual turnover.

2.2 Employee burnout

Burnout is described as a state of exhaustion that is primarily caused by overwork or stress,
and forces an individual to be pessimistic about his/her ability to perform to the fullest
potential (Maslach et al., 1996). Burnout is an issue that is more specific to work-related
activities. Leiter and Schaufeli (1996) found that occupations in which people are
psychologically engaged deplete their cognitive, emotional and physical resources. Chronic
exhaustion occurs when individuals perceive an imbalance in depletion of the resource and
its renewal (Leiter and Schaufeli, 1996).
Maslach et al. (2001) established the key outcomes of chronic stressors on the job with three
dimensions – exhaustion (sense of being strained and worn-out with one’s emotional and
physical resources), depersonalization (indicating detachment from various aspects of a job) and
lack of accomplishment ( feeling of incompetence at work). Singh et al. (1994) have found frontline
employees, people who interact directly with the customers, to suffer from burnout due to the
discretionary service expectations from customers and increased pressure from management to
meet the productivity and performance targets. Similarly, shop-floor employees are also expected
to deliver discretionary efforts to meet productivity and performance targets and consequently,
they are exposed to higher burnout levels. Moreover, continuous working with machines results
in highly demanding jobs (Rastogi et al., 2018) and which might consequently increase the
burnout among shop-floor employees.
Burnout symptoms lead to negative attitudes and behaviors at work such as decreased
effectiveness, low commitment and increased intention to leave the job (Maslach et al., 2001).
Also, high levels of burnout are strongly associated with decreased work-related and personal
well-being (Bakker and Oerlemans, 2016). Excessive workload acts as one of the significant
reasons for increased exhaustion at work. As an outcome of chronic exhaustion at work,
employees tend to detach themselves psychologically from their career (Leiter and Schaufeli,
1996). Most of the studies (Lee and Chelladurai, 2018; Babakus et al., 2010; Siegall and McDonald,
2004) have found a significant association between burnout and job performances. Burnout
exhibits a strong positive association with job withdrawal behaviors such as absenteeism and
turnover (Maslach et al., 2001). Moreover, existing literature has identified burnout as a
significant determinant of turnover intention (Lee and Chelladurai, 2018; Kim and Stoner, 2008;
Podsakoff et al., 2007). On the other hand, employees who intend to stay in the organization with
burnout will exhibit decreased job satisfaction, organizational commitment and productivity
(Maslach et al., 2001). Moreover, a longitudinal study by Fukui et al. (2019) suggested that
decreasing burnout among workers could alleviate their intention to leave.

2.3 Employee engagement

In recent years, engagement is found to be a significant concept in the management field
(Crawford et al., 2013). Kahn (1990) was the first to coin the term “engagement” and
described it as an individual’s psychological existence while executing a job role. In other
words, engaged employees are those investing themselves unconditionally in their work
activities and environment. Further extending Kahn’s viewpoint, Rothbard (2001) described Employee
engagement with two additional constituents – attention (time spent on thinking about a job engagement
role) and absorption (intensity of one’s attention toward the job role). In the same vein, and happiness
Falcone (2006) described engagement as an individual’s state of emotional and intellectual
commitment to an organization. Therefore, engaged employees are those who are on burnout
completely involved in, enthusiastic about and committed to their work and workplace.
Engagement research is popular among practitioners and academics due to its positive 503
impact in the workplace. In practitioners’ perspective, the concept of employee engagement
was often found to overlap with organizational commitment, organizational citizenship
behavior and job involvement, while, academic researchers have uncovered distinct
relationships between engagement and other constructs such as organizational commitment,
organizational citizenship behavior and job involvement (Saks, 2006). Existence of the
engagement gap in organizations results in billions of dollars in lost productivity (Saks and
Gruman, 2014). Vance (2006) has highlighted the remarkable results achieved by Caterpillar, a
construction-equipment manufacturer, as a result of employee engagement initiatives, where
the company saved around $8.8m in employee turnover cost. Earlier studies have identified
the impact of engagement at both individual (Schaufeli and Bakker, 2004) and organizational
levels (Harter et al., 2002; Vance, 2006). Engagement is positively associated with task
performance and organizational citizenship behavior (Rich et al., 2010), organizational
commitment and job satisfaction (Yalabik et al., 2013), well-being and work performances
(Sonnentag, 2003). In addition, engaged employees are known to be highly energetic,
enthusiastic (Saks and Gruman, 2014) and engrossed in their work, exhibiting discretionary
efforts to achieve their individual and organizational goals. Apart from improving the positive
traits of an employee, engagement also decreases counter-productive work behavior (Den
Hartog and Belschak, 2012), stress and burnout (Buys and Rothmann, 2010) and turnover
intentions (Saks, 2019; Rana et al., 2014). Harter et al. (2002) found a significant positive
association between engagement and organizational performance.
The Utrecht Work Engagement Scale by Schaufeli et al. (2002) is one of the most widely
adopted perspectives to examine engagement (Bailey et al., 2017). According to Saks (2006)
engagement is a distinct paradigm consisting of three components, namely, cognitive, emotional
and behavioral, associated with the individual’s role performance. Saks (2006) examined
engagement from a multidimensional perspective, focusing on both job and organizational
engagement. In order to obtain a holistic, multidimensional view of engagement, this study has
conceptualized engagement based on Kahn (1990) and Saks (2006).

2.4 Happiness as a moderator

Babamiri et al. (2011) describe happiness as a valuation of self-perceived life contentment,
enthusiasm and positive mood. Happiness does not necessarily indicate the absence of
depression, but rather indicates a number of positive cognitive and emotional states. It is
vastly associated with one’s self-esteem, encompassed with positive emotions and reflects
an individual’s positive, emotional and cognitive state of mind (Saki et al., 2017). Happy
workers are found to be the most productive workers by Lyubomirsky et al. (2005). Unlike
unhappy employees, joyful workers are more dynamic, approach-oriented, engrossed in
their work activity and determined in the face of difficulties (Bakker and Oerlemans, 2016).
Happiness is considered to be a significant component of positive well-being (Michalos,
2017), and moreover, perceived happiness will reduce the negative impact on human
resource and organizational outcomes (Fisher, 2010).

2.5 Research gaps and hypotheses

Though engagement and its consequences has been widely studied in various contexts, very
few studies investigate its impact on the shop-floor employees in the manufacturing industry.
BIJ Shop-floor employees act as the foundation for the successful functioning of the organization.
27,2 There exists constant pressure on their work performance such as achieving the productivity
targets with high quality. Despite high-stress levels and growing turnover rates among the
shop-floor employees, there exists a marginal focus on this segment of the workforce.
Therefore, to fill the lacuna, this study has attempted to address the issues of turnover
intention and burnout from the employee engagement perspective. Based on the findings from
504 the existing literature, it is evident that an engaged employee will reduce the impact of adverse
organizational outcomes. Hence, it is hypothesized that:
H1. Employee engagement decreases burnout among shop-floor employees.
H2. Employee engagement decreases turnover intention among shop-floor employees.
Considering the high levels of burnout and turnover intention among the shop-floor
employees in the organization under study, the following hypothesis is posited:
H3. Burnout increases turnover intention among shop-floor employees.
Although being happy is vital for the individual’s self-concept and collectively for the
organization, there exists dearth of studies exploring its significant contribution on
attaining positive work outcomes and reducing the effects of negative outcomes (Simmons,
2014; Fisher, 2010). Particularly, the role of personal happiness and its consequences among
shop-floor employees is yet to be explored. In addition, Bailey et al. (2017) found that the
relationship between individual well-being and engagement has not been examined in detail.
Therefore, this paper argues that employee’s engagement with their job will be moderated
by their perceived level of happiness and subsequently will have a significant effect on
reducing their intensity of burnout and turnover intention:
H4. Happiness moderates the relationship between employee engagement and
turnover intention.
H5. Happiness moderates the relationship between employee engagement and burnout.

3. Methodology
3.1 Data collection and sample characteristics
To obtain the data and examine the proposed hypotheses, a survey was conducted among the
1,800 shop-floor workers employed at the manufacturing facilities under study. Since the
employees could not read, write or understand the English language, the survey instrument
was translated to the regional language with the help of two certified language translators. To
ensure a quality translation, we took extreme caution by discussing the study objectives and
reviewing the English language survey items with the translators. In addition, we also
provided specific instructions to the translators about the participant characteristics, mode
and location of survey administration. After translation, the instrument was reviewed by two
other bilingual translators for correctness and accuracy, and was back-translated to English,
to ensure that it purports the intended meaning. Upon obtaining the written informed consent
from each participant, we administered the paper-based survey questionnaire to the employees
in batches depending on their work shift.

3.2 Measures
Standardized scales from the existing literature were adapted to measure the study
constructs. All the items in the questionnaire were recorded on a five-point Likert scale
which ranges from 1 ¼ strongly disagree to 5 ¼ strongly agree with a neutral point. To
understand the sample profile, in addition to the constructs, details on three demographic
variables – age, gender and educational qualification, were also collected. A schematic Employee
representation of the research hypothesis is illustrated in Figure 1. engagement
3.2.1 Employee engagement. Saks’ (2006) 12 items were used to measure employee and happiness
engagement, which is considered to be a multidimensional scale measuring the psychological
presence of employees in their job and organizational roles. It consists of two six-item scales to on burnout
record the employee’s perception of job engagement and organizational engagement. The
sample items include: “I really ‘throw’ myself into my job” and “Being a member of this 505
organization is very captivating” to measure job engagement and organization, respectively.
3.2.2 Moderator. Employee happiness level was measured using the twenty-nine items
from Oxford Happiness questionnaire (Argyle et al., 1989). Oxford instrument is considered
as a lengthy and broad measure to measure employee’s personal happiness and well-being.
According to the instructions, there are no right or wrong answers, and the respondents
were requested to mark the answers that first come to their mind. This scale provides a
snapshot of the respondent’s present level of happiness. A sample item to measure
happiness: “I often experience joy and elation.”
3.2.3 Outcome measures. The outcome variable, burnout, was measured using the ten-
item Burnout Measure-Short Version (BM-SV ) scale developed by Malach-Pines (2005)
based on theoretical analysis. BM-SV is found to be the second most extensively and
frequently used scale. The prime objective of BM-SV scale is to make it an easy-to-use scale
with valid psychometric properties. Scales include items on physical, emotional and mental
exhaustion. A sample item includes “Feeling hopeless.”
Turnover intention, another important outcome measure in this research, was
measured using the three-item scale by Landau and Hammer (1986). The scale captures
the job search behavior of the employees and their responses to the available opportunities
from outside the organization. The sample items include “I am actively looking for a job
outside this organization.”

3.3 Statistical analysis

Reliability of the measures was computed using Cronbach’s α internal consistency method
and composite reliability. Subsequently, construct validity of the scales was confirmed by
examining the convergent and discriminant validities. Based on the validation of the
psychometric properties of the scale, descriptive statistics were calculated. Correlation
coefficients of the study constructs were also computed to examine the relationship between
the constructs. In order to understand whether employee perception of engagement,
burnout, turnover intention and happiness vary according to their gender, a one-way
analysis of variance (ANOVA) was executed to compare the mean differences for male and
female employees. In addition, to test the hypothesized relationship between the constructs,
SEM was performed at two stages. First, confirmatory factor analysis (CFA) was performed

Happiness

Burnout
Employee
Figure 1.
Engagement
Schematic
representation of the
Turnover
Moderation Effect model based on the
Intention
Direct Effect research hypothesis
BIJ to test the measurement model, and second, distinct path modeling was executed to test the
27,2 direct effects and moderation effects. Using SPSS 25 internal consistency analysis,
descriptive statistics, construct validity and correlation analysis was performed and SEM
analysis was conducted using AMOS 22 software.

4. Results
506 Out of the 1,800 participants, 1,197 valid filled responses were obtained resulting in a
non-response bias of only 33.5 percent (or response rate of 66.5 percent). Since the
response rate is more than 30 percent, the collected data would be sufficiently large to
attain generalizability of the results (Sekaran, 2003). Table I provides the summary of
demographic characteristics across high and low levels of burnout and turnover intention.
The five-point Likert scale items on burnout and turnover intention were averaged
independently, and a value that is less than or equal to the mid-point (⩽3) is considered to be
low level and a value higher than the neutral point (W3) is treated as high level. The
average age of the 1,197 valid survey respondents was 31 years (SD ¼ 12.03) and more than
half of them (~55 percent) were males. Moreover, their educational attainment was very low,
where only 2.42 percent of the respondent had completed high school degree.
Cronbach’s α reliability scores were above 0.70 for all the constructs indicating good
internal consistency of the measures (Hair et al., 2014), except for the happiness factor. In order
to obtain the internal consistency for happiness scale, items with corrected item-total
correlation lesser than 0.20 were removed. Finally, 16 items were retained to measure
happiness. Subsequently, the composite reliability scores obtained from the CFA results
were also above 0.70 indicating good reliability for the study measures (Hair et al., 2014). From
the correlation analysis it is revealed that employee engagement is negatively correlated with
burnout (r ¼ −0.78, po0.01) and turnover intention (r ¼ −0.14, po0.01). Similarly, happiness
exhibits significant negative correlation with burnout (r ¼ −0.82, po0.01) and employee
turnover intention (r ¼ −0.53, po0.10). Correlation between employee engagement and
happiness shows positive association (r ¼ 0.60, po0.01). Table II depicts the results of the
mean, standard deviation, correlation coefficient and the internal consistency score using
Cronbach’s α and composite reliability for each construct under study.

4.1 Analysis of variance

To identify whether the employees’ perception varies across gender, one-way ANOVA
was performed to compare means for each study constructs between male and

Employee burnout Turnover intention

Measure Low High Low High

Total observations 563 (47.03%) 634 (52.97%) 581 (48.54%) 616 (51.46%)
Gender
Male 329 (58.43%) 325 (51.26%) 311 (53.52%) 343 (55.68%)
Female 234 (41.56%) 309 (48.73%) 270 (46.47%) 273 (44.31%)
Age (in years)
Adolescence (o 20) 106 (18.82%) 157 (24.76%) 132 (22.71%) 131 (21.26%)
Young adults (20–35) 256 (45.47%) 303 (47.79%) 243 (41.82%) 316 (51.29%)
Table I. Middle-aged adults ( W35–55) 176 (31.26%) 144 (22.71%) 177 (30.46%) 143 (23.21%)
Descriptive summary Older adults ( W55) 25 (4.44%) 30 (4.73%) 29 (4.99%) 26 (4.22%)
of key variables
categorized by Educational qualification
burnout and Up to school education 547 (97.15%) 621 (97.94%) 566 (97.41%) 602 (97.72%)
turnover intention Graduation 16 (2.84%) 13 (2.05%) 15 (2.58%) 14 (2.27%)
female shop-floor employees. Table III exhibits the results of the ANOVA analysis. Based Employee
on the results, significant mean differences between groups are evident for employee engagement
turnover intention (F ¼ 7.82, p o 0.01) and happiness (F ¼ 9.90, p o 0.01). Furthermore, and happiness
male employees perceive higher turnover intention and stay relatively happier than their
female counterparts. On the other hand, the mean differences between the two groups for on burnout
employee engagement and burnout remains statistically insignificant.
507
4.2 Analysis of the results by measurement model
CFA results confirmed the presence of a three-factor structure (engagement, burnout and
turnover intention) for the direct effects model and four-factor structure (engagement,
happiness, burnout and turnover intention) for the moderation model. The model fit indices
for the three-factor structure are Chi-square/degrees of freedom ( χ2/df ) ¼ 3.30; goodness-of-
fit index (GFI) ¼ 0.93; adjusted GFI ¼ 0.92; comparative fit index (CFI) ¼ 0.91; root mean
square error of approximation (RMSEA) ¼ 0.04, PClose ¼ 0.99. In addition, CFA was
computed for a four-factor model and the fit indices are χ2/df ¼ 3.01; GFI ¼ 0.90;
AGFI ¼ 0.88; CFI ¼ 0.85; RMSEA ¼ 0.04, PClose ¼ 1.000. As prescribed by Hu and Bentler
(1999) the values of the existing model indicates good fit to the data. Table IV exhibits the
goodness-of-fit indicators for the measurement model.
As the responses for the independent and dependent factors were collected using a self-
administered survey, the probability of common method bias was probed. To determine the

Constructs Mean SD CR 1 2 3 4

Employee engagement 3.67 0.66 0.82 (0.82) Table II.

Means, standard
Burnout 2.85 0.75 0.82 −0.78** (0.81) deviations, internal
Turnover intention 2.84 1.03 0.74 −0.14** 0.44** (0.73) consistency scores,
Happiness 3.67 0.57 0.77 0.60** −0.82** −0.53* (0.79) correlations and
Notes: n ¼ 1,197. Cronbach’s α values are shown in parentheses along the diagonal. SD, standard deviation; Cronbach’s α
CR, composite reliability. *p o0.10; **p o0.01 reliability coefficient

Constructs Sum of squares df Mean square F Sig.

Engagement
Between groups 0.05 1 0.05 0.12 0.72
Within groups 536.28 1,195 0.44
Total 536.33 1,196
Turnover intention
Between groups 8.40 1 8.40 7.82 0.05*
Within groups 1,283.41 1,195 1.07
Total 1,291.81 1,196
Burnout
Between groups 1.07 1 1.07 1.87 0.17
Within groups 688.04 1,195 0.57
Total 689.12 1,196
Happiness
Between groups 3.22 1 3.22 9.90 0.00**
Within groups 389.53 1,195 0.32 Table III.
Total 392.76 1,196 Results of analysis
Notes: *p ⩽ 0.05; **p ⩽ 0.001 of variance
BIJ common method variance (CMV ), the actual four-factor model was compared with a single-
27,2 factor model, where all the items of the study constructs are loaded together as one factor.
The single-factor model fit results indicate unacceptable fit to the data corroborating the
absence of CMV ( χ2/df ¼ 7.07; GFI ¼ 0.68; AGFI ¼ 0.65; CFI ¼ 0.51; RMSEA ¼ 0.07,
PClose ¼ 0.00).
Construct validity of the measures was established through convergent validity and
508 discriminant validity. To examine the convergent validity, corrected item-total correlation
was calculated and the value of 0.20 and greater is considered as an acceptable value for
scales measuring broad characteristics (Clark and Watson, 1995). Results of the corrected
item-total correlation for all the study measures exceed 0.20, supporting the convergent
validity. Discriminant validity of the constructs is exhibited through the results of
correlation analysis, all the correlation coefficient values were marked below 0.90,
demonstrating that the all factors are distant from each other (Satapathy, 2014).

4.3 Analysis of results by structural model

Using a structural model, the conceptual framework and the hypotheses were examined,
where the model parameters are estimated based on the maximum likelihood
estimation method. One of the implicit assumptions of all multivariate techniques based
on correlational measures of association (e.g. multiple regression, logistic regression
and SEM) is linearity (Hair et al., 2014). Therefore, we assume linearity in all the models. The
representation of the SEM in AMOS is illustrated in Figure 2. The fit indices ( χ2/df ¼ 3.30;
GFI ¼ 0.93; AGFI ¼ 0.92; CFI ¼ 0.91; RMSEA ¼ 0.04, PClose ¼ 0.99) indicate the presence of
good model fit to the data. Squared multiple correlations which are similar to the R2 values
in regression was 0.31, indicating engagement and burnout explained 31 percent of the
variance on turnover intention. Table V provides the results for H1–H3. As hypothesized,
engagement reduces employee intention to leave and burnout, thereby supporting ourH1
and H2. Besides, H3 is also confirmed as higher burnout among employees increased their
intention to leave.

4.4 Moderating effects

To check whether the association between the independent factor (employee engagement)
and dependent factor (burnout and turnover intention) varies based on the moderating
factor (i.e. employee happiness), interaction effects were tested. The variables are
standardized with their corresponding Z-scores, in order to address the multicollinearity
issues (Gaskin, 2016) and subsequently the product scores (engagement × happiness) were
computed. Interaction effects elucidate how the impact of engagement on turnover intention
and burnout differ depending on employee happiness. Happiness significantly moderated
the relationship between employee engagement and burnout (β ¼ −0.10; p o0.001);
employee engagement and turnover intention (β ¼ −0.14; p o0.001). Though the effects are
significant, the variation in the path coefficients in the interaction effect remains negligible

Hypothesized structural Hypothesized structural Single-factor

Goodness-of-fit indicators model for direct effects model with moderation model (CMV )

χ2/df 3.30 3.01 7.07

GFI (goodness-of-fit index) 0.93 0.90 0.68
Table IV. AGFI (adjusted GFI) 0.92 0.88 0.65
Summary of CFI (comparative fit index) 0.91 0.85 0.51
goodness-of-fit RMSEA 0.04 0.04 0.07
indicators PClose 0.99 1.00 0.00
 0.29
Employee
e16
BO1
0.34
engagement
BO2 e17 and happiness
0.14
0.54
0.40 on burnout
e12 Eng1 BO3 e18
0.28 0.58
e26 0.20
e11 Eng2 0.63
BO4 e19 509
0.36 0.44 0.34
0.01
e10 Eng3 0.38
0.59 BO5 e20
0.20 Burnout 0.57 0.32
0.53
e9 Eng4 BO6 e21
0.60 0.62
0.40 0.39
0.45 –0.10 0.60
e8 Eng5 BO7 e22
0.63 0.53
0.36
0.37
0.61 0.49
e7 Eng6 BO8 e23
0.59
Engagement 0.28
0.35 0.52
e6 Eng7 0.55 BO9 e24
0.24
0.30 0.55
e5 –0.14 BO10 e25
Eng8 0.51
0.34
0.30 0.44
e4 Eng9 TI1 e13
0.57 0.31 0.59
0.26 0.61
Turnover 0.78
e3 Eng10 Intention TI2 e14
0.72
0.19 0.52

e2 Eng11 TI3 e15

0.32
e27 Figure 2.
e1 Eng12 Structural model in
AMOS graphics
Notes: Eng, engagement; BO, burnout; TI, turnover intention

Construct Path Construct Standardized path coefficient SE p-value Table V.

Standardized
Turnover intention ← Engagement −0.14 0.04 o0.001 regression weights
Burnout ← Engagement −0.10 0.04 o0.01 and the corresponding
Turnover intention ← Burnout 0.52 0.05 o0.001 p-values

indicating a lack of explanatory power of happiness along with engagement on reducing

burnout and turnover intentions. Therefore, the effect of happiness as an explanatory factor
remains partially inconclusive.
Table VI depicts the results of the hypotheses obtained based on the SEM. All the five study
hypotheses were found to be supported signaling that employee’s better perception of
engagement results in lower burnout and turnover intention (H1 and H2) among the shop-floor
employees. Consequently, the turnover intention is found to be higher when the employee
burnout levels are high (H3). Employee’s personal happiness exhibited a significant moderating
effect on the relationship between engagement and turnover intention and burnout, supporting
H4 and H5.

5. Discussion
The purpose of this research is two-fold: explore the relationship between employee
engagement and its consequences – burnout and turnover intention, and determine the
BIJ explanatory role of happiness in the relationship between these constructs. Emphasizing on
27,2 Lockwood’s (2006) findings that engagement could either make or break the bottom line of
an organization, the current study has examined the role of engagement as a significant
predictor of work-related outcomes among the blue-collar employees. Findings from this
study provide significant support for H1, indicating that highly engaged employees exhibit
lower burnout. Results are consistent with the notion that engaged employees fulfill their
510 psychological needs (Bakker and Oerlemans, 2016) and better manage the existence of
prolonged stress in their work activity and consequently, they exhibit decreased burnout.
Our results also support the second hypothesis that engagement has a significant direct
and adverse effect on turnover intention among shop-floor workers. This finding suggests
that engaged employees are more involved in their work and organization. Consequently,
they exhibit decreased intention to leave the job. Shop-floor employees work activities play a
significant role in determining the level of organizational productivity and product quality.
Therefore, they are expected to be highly engaged with their job and organizational role.
In line with Saks (2006) study, the findings of this study emphasize that engaged employees
are more likely to have strong employment relationship by demonstrating positive
workplace attitudes and intentions. Findings are also consistent with Shuck et al. (2014) and
Rana et al. (2014) that engaged employees have lesser thoughts on quitting the organization
than disengaged employees.
Based on the results of H1 and H2, it is evident that engaged employees will exhibit a
negative association with job burnout and turnover intention. Therefore, to capitalize on
these benefits, organizations must offer engagement initiatives such as health and wellness
programs, recreation facilities, proper working conditions, enhancing a sense of ownership
and involving employees in societal development and decision making. Similarly,
Al-Abdullat and Dababneh (2018) recommended organizations to create employee
engagement culture by emphasizing on employee decision making and performance
recognition activities. Therefore, organizational leaders must focus on formulating and
executing HR practices which foster employee engagement, involvement and retention at
the workplace (Singh, 2018).
Furthermore, the hypothesis to examine the impact of burnout on turnover intentions
(H3) indicated that burnout had a significant positive effect on employee’s intention to quit.
As shop-floor employees are chronically exposed to high work demands and poor working
conditions, they are often prone to physical, psychological and emotional exhaustion.
Subsequently, this will affect their attachment toward the job and results in turnover
intention. Therefore, to reduce the turnover intentions, it is essential to manage the burnout
levels in shop-floor employees. Rastogi et al. (2018) suggested organizations to make
sufficient investment in suitable training programs in order to facilitate the workforce to
cope with the increasing challenges in the job and workplace.
Despite the presence of extensive literature on engagement and its consequences, the role
of happiness in engagement literature remains unexplored among shop-floor employees in
the manufacturing industry. The present study confirms the significant role of personal

Hypotheses Hypotheses statement Result

H1 Employee engagement decreases burnout Supported

H2 Employee engagement decreases turnover intention Supported
H3 Burnout increases turnover intention Supported
Table VI. H4 Happiness moderates the relationship between employee engagement and turnover Supported
Result of intention
hypothesis testing H5 Happiness moderates the relationship between employee engagement and burnout Supported
happiness as a moderator, supporting H4 and H5. Though the variations in the path Employee
coefficients remain marginal, the interaction effect emphasizes that happiness plays a engagement
significant role in maintaining a neutral impact on the negative consequences. Therefore, and happiness
the findings confirm that interaction between personal happiness and engagement at work
will pave the way to retain the negative impact on employee’s job burnout and intention to on burnout
leave. One of the significant findings of this study is exploring happiness to moderate the
relationship between engagement and negative organizational outcomes especially 511
employee’s turnover intention and burnout. Thus, to reduce the intensity of burnout and
turnover intention, engagement and happiness must be considered a significant factor.

6. Conclusions and limitations

Turnover intentions among blue-collar workers are rampant, especially among young
workers in developing countries. As the demand for blue-collar employees is swiftly rising
globally, it becomes crucial for organizations to retain their skilled workforce without
succumbing to competition. Therefore, organizations are committed to TQM and human
resource management by focusing on different factors such as engagement, emotional
protection and psychological safety. Furthermore, these factors are also important to
achieve international standards on quality management. For example, engagement of
people is one of the seven quality management principles that enable effective and efficient
management of an organization. Likewise, the quality management system, such as ISO
9001:2015, requires the employees to be protected from job burnout through proper
management of the organization’s infrastructure.
In this study of shop-floor workers employed at a manufacturing facility, we investigated the
role of engagement and happiness on burnout and turnover intentions. Results of the study
confirmed our hypothesis and revealed that a disengaged worker is more likely to experience
burnout and think about leaving their employment. Since blue-collar jobs typically involve
manual labor, the physical strain exerted on the body is unavoidable. Therefore, when
organizations fail to engage their workers, it could lead to severe physical as well as emotional
exhaustion, which becomes fatal to the employee and workplace. Engagement appears to be a
very significant contributor for turnover intention among different sectors (manufacturing and
service) and various employee types (white collar and blue collar). This is because the findings of
this study are consistent with previous research involving white-collar employees and service
industries. Similar to the findings by Saks (2019), this study directs the organizations which are
more concerned about increased turnover intention among employees to focus on fostering
employee engagement initiatives. Also, as the analyses reveal engagement and burnout to be
significant predictors of turnover intention, managers need to consider these factors when
formulating policies and procedures for enhancing employee retention in manufacturing
industry among the blue-collar workers.
This research also established an interesting finding that happiness plays a significant
role in altering the strength of the relationship between engagement and the two outcome
measures (burnout and turnover intention). Thus, to maintain its workforce of blue-collar
employees and ensure functional process quality, an organization must engage the worker
apart from making them happy – a transformation that could be achieved by practicing a
continuous improvement culture and embracing TQM. Therefore, it remains vital for the
managers to concentrate on creating a happy workplace in order to reduce employee
burnout and turnover intention. Managing a happy workplace will enhance the employee
well-being – fostering both physical and mental health and subsequently, results in better
individual and organizational performance.
The significant contributions of this research to the field of study on burnout and
turnover remain as exploring the role of happiness among the blue-collar employees.
This paves way for future studies to examine the significance of happiness in reducing
BIJ adverse organizational consequences across varied contexts. The current issue of increased
27,2 employee burnout and turnover intention explored in the context of manufacturing
employees from the perspective of employee engagement and happiness, possess vitality for
being examined across various sectors in India such as retail sector (Pandey et al., 2019),
service sectors (Guchait and Cho, 2010), where turnover intention remains a prevalent issue.
Moreover, blue-collar employees are found to emphasize more value on the financial
512 attributes and less importance on social and well-being related attributes compared to the
white-collar employees (Najjar and Fares, 2017). However, in contrast, the findings of this
study reveal that a blue-collar employee, who is offered above-average industry pay, is still
likely to leave the organization if he/she is unhappy at work.
While we adopted a systematic approach to address the research hypothesis, there are a few
potential limitations associated with this study. Consistent with the existing studies on
engagement (Babakus et al., 2010; Saks, 2006), this study has also adopted a cross-sectional
design and does not establish causality in the relationship between engagement and its
consequences. Longitudinal studies are essential in this context in order to establish causal
relationships. In this study, both job engagement and organizational engagement were
considered together as a single construct measuring employee engagement. But, they
are considered to be distinct constructs by Saks (2006) and also the implications of both the
constructs vary on the outcomes. Future studies should examine the distinct effect of these two
factors on the outcomes of engagement. Besides, data for the study were collected from only
three manufacturing facilities located in Southern part of India, which limits the generalizability
of the findings, despite the arguments on attaining generalizability by Sekaran (2003). Finally,
there may be other factors, such as, supervisor support, coworker support and human resource
management practices, which can act as a significant moderator between engagement and its
outcomes. Future studies should explore the role of other moderators in this context.

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516
Corresponding author
Sharan Srinivas can be contacted at: SrinivasSh@missouri.edu

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