Affiliations: [a] Department of Management Sciences, University of Loralai, Loralai, Pakistan
| [b] Department of Management Sciences, Lahore Garrison University, Lahore, Pakistan
| [c] Faculty of Information and Communication Technology, Universiti Tunku Abdul Rahman, Kampar, Malaysia
| [d] School of Technology Management and Logistics, Universiti Utara Malaysia, Sintok, Malaysia
| [e] Division of Management and Administrative Science, UE Business School, University of Education, Lahore, Pakistan
Correspondence:
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Address for correspondence: Ramesh Kumar Ayyasamy, Faculty of Information and Communication Technology, Universiti Tunku Abdul Rahman, Kampar, Malaysia. E-mail: rameshkumar@utar.edu.my. Muhammad Umair Javaid, Department of Management Sciences, Lahore Garrison University, Lahore, Pakistan. E-mail: umairjav@yahoo.com.
Abstract: BACKGROUND:Fear of losing psychological resources can lead to stress, impacting psychological health and behavioral outcomes like burnout, absenteeism, service sabotage, and turnover. OBJECTIVE:The study examined the impact of job stressors (time pressure, role ambiguity, role conflict) on employee well-being and turnover intentions. The study also investigated the mediating role of employee well-being between job stressors and turnover intention based on the conservation of resources (COR) theory. METHODS:Data from 396 IT executives in Malaysian IT firms were analyzed using the Partial Least Squares - Structural Equation Modeling (PLS-SEM) technique. RESULTS:Results confirmed a significant negative correlation between time pressure (–0.296), role ambiguity (–0.423), role conflict (–0.104), and employee well-being. Similarly, employee well-being showed a significant negative relationship with turnover intentions (–0.410). The mediation analysis revealed that employee well-being mediates the relationship between time pressure (0.121), role ambiguity (0.173), role conflict (0.043), and turnover intentions. CONCLUSION:This paper aims to manifest the importance of designing employee well-being policies by firms to retain employees. Findings reflect the role of the managerial approach towards ensuring employee well-being for employee retention, thereby reducing recruitment and re-training costs.
Keywords: Time pressure, role ambiguity, role conflict, employee
satisfaction
