Manager's Role in Employee Turnover Intentions: A Special Study During Covid-19

Yamini Meduri
Assistant Professor, OB and HR, IBS Hyderabad (Under IFHE-A Deemed to be University u/s 3 of the UGC Act, 1956), Hyderabad, Telangana, India; and is the corresponding author. E-mail: yaminimeduri@ibsindia.org

Poonam Jindal
Manager-HR, Western Digital Corporation, Bengaluru, India. E-mail: poonampradhaan@gmail.com

The study aims to examine the relationship between manager's role and employee turnover intentions in the Covid-19 pandemic situation. A questionnaire survey was designed by using three constructs - Manager Quality Performance Index (MQPI), Manager's Participation in Talent Planning (MPTP), and Employee Turnover Intention (ETI). 358 IT employees responded to the survey conducted during Covid-19 lockdown. Structured Equation Modeling (SEM) was performed to test the hypothetical association among the variables, which found that if managers are more involved in talent planning and their performance index is high, the turnover intentions in subordinates will be less. The study suggests implications on the practices and theories of Leader Member Exchange (LMX) and Social Exchange Theory (SET). The originality of this study is conceived by focusing on performance index of quantitative and qualitative behavioral information of line managers and their participation in talent planning, and by statistically proving their relationship with employee turnover intentions.

Introduction

The unprecedented Covid-19 pandemic pushed the boundaries of the environment that the employees, employers, businesses and economies are operating in. A sudden drift in the work environment has brought in unexpected challenges to a lot of organizations and thus to the economies around the world. Such uncertainty triggers anxiety and volatile work-life relationships, and the fear of layoffs multiplied the psychological effect of the pandemic, and when these feelings were coupled with negative support systems from the organizations, it led to higher turnover intentions of the employees (Vaziri et al., 2020).

The corporate world is on the one hand working hard to remain in the business in the face of the pandemic and on the other hand, working on tackling the psychological impact of the pandemic on the employees through positive work systems (Carnevale and Hatak, 2020; and Pacheco et al., 2020). Shan and Tang (2020) highlighted the need for developing higher employee morale and its positive impact on the organizations during the pandemic. The GREAT model proposed by Mani and Mishra (2020) underlines the importance of better employee management and the role of frontline managers in developing citizenship behavior of the employees. Elsafty and Ragheb (2020) highlighted that such improved employee motivation can lead to significant financial development of the organization and proposed the need for streamlining such support systems for better employee retention.

Organizational efforts towards reducing Employee Turnover Intention (ETI) have gained significant importance not only in the organizations but also in the academic research community (Newstrom, 2002; Maertz et al., 2007; Tymon et al., 2011; Oladapo, 2014; and Jindal et al., 2017). Studies have explored the relationship between various organizational and employee's personal contexts for turnover intentions (Maertz et al., 2007; Chan et al., 2010; Joo, 2010; Kim et al., 2015; and Agarwal and Gupta, 2018).

Kim et al. (2017) attempted to identify the determinants of employee turnover and obtained the important role of managers and supervisors in ETIs. The way a manager shows interest in the career growth of employees, empowering them and encouraging them to achieve, influences retention (Tymon et al., 2011). McCauley and Wakefield (2006) highlighted the role of managers in career planning for employees and how organizations can capitalize on the role.

The Covid-19 pandemic posed an important question about the quality of such managers determined by Manager Quality Performance Index (MQPI), and the level of their participation in employee talent management initiatives, determined by Manager's Participation in Talent Planning (MPTP). Managers are seen as the agent of the organization and are expected to shape the behavior of employees and their attitude and commitment towards the organization (Richard et al., 2009).

Building on, the paper attempts to study the role of managers in ETIs. The paper attempts to answer the following fundamental questions:

1. Is there a relationship between MQPI and ETIs?

2. Is there a relationship between MPTP and ETIs?

The findings of the current study aim to establish policy recommendations to monitor manager's role in talent management in times of Covid-19.

Theoretical Background and Hypothesis
The Covid-19 pandemic was the biggest shock for many, specially the employees and the employers. Ashforth et al. (2000) stressed in their exploration of boundaries and identities at a changing workplace that the employees often depend on their colleagues and/or immediate managers for psychological comfort. Vaziri et al. (2020) highlighted that the current workplace transition is more likely to "respond negatively if the employees had high segmentation preferences, higher technostress, and had less compassionate supervisors", and these negative responses can lead to negative consequences, such as higher turnover intent, low job satisfaction and job performance.

An India-based causal study revealed that if employees feel they get support of their managers and believe that the managers are involved in their development and lead them by example, then that influences their decision to stay or leave (Tymon et al., 2011). As per a research on army officers by Payne and Huffman (2005), mentoring by managers has an influence on turnover of employees. Leadership influences the job satisfaction among employees (Sanda and Kuada, 2013) and eventually turnover intentions.

A model presented by Mobley (1977) about the employee turnover decision explains that there can be many precursors to employee turnover, but to simplify that model, in 1978, they represented another version and identified that intention to quit was an immediate precursor of actual quitting. Perceived manager's support not only influences the turnover intentions but also intrinsic rewards and career success (Bhatnagar and Sandhu, 2005; and Tymon et al., 2011). Studies are available that focused on the employees' perception about manager's role and support and its relation with their behavior and cognition about turnover (Maertz et al., 2007; Joo and Park, 2010; Demirtas and Akdogan, 2015; Joo et al., 2015; and Cheng et al., 2016), whereas literature still has a gap to fill in terms of bringing quantitative and qualitative behavioral information of manager and its impact on turnover intentions.

Manager's role as mentors in employees' career helps them psychologically and in their career development (Kim et al., 2015). In order to understand how deep is this connect, the current study attempts to understand the relationship between manager quality and the level of participation in talent planning with its impact on ETI, specially during the workplace transition due to Covid-19. The following section attempts to draw such a relationship through an extensive review of existing literature on MQPI, MPTP and ETI after defining the variables.

Manager's Role in Employee's Turnover Intentions
There can be multiple reasons for employee turnover from external environment to organizational factors; similarly, for turnover intention, reasons can be from organizational factors to manager and employee relationship, to personal psychological reasons (James and Mathew, 2012). Research on the nurses of a Korean hospitals revealed that workplace violence impacts the professional quality of worklife and turnover intention (Choi and Lee, 2017) and recommended that it is the responsibility of the organizational leadership to protect their employees from such environment of violence. A study on public accounting firm's auditors examined the quality of worklife and its influence on the workrelated attitude and organizational commitment and how it in turn influences the turnover intentions, and found all the relationships to be positive (Huang et al., 2007).

Wong and Spence (2015) stressed the need for continuous service demands, burnout and stress to be the factors leading to ETI. The study also highlighted that the intent to quit can arise when the employee perceives inequality. Supporting this is the study of Kim et al. (2017) where a positive relationship is established between organizational justice and supervisory justice with employee-organization relationship, a strong predictor of ETIs. Joo et al. (2015) also stressed that leadership is one of the many personal and contextual factors that can trigger ETIs. Studies have proven time and again that job dissatisfaction due to any reason can be a trigger for ETI (Shaw, 1999; Lambert et al., 2001; Poon, 2004; Chan et al., 2010; and Kim et al., 2015).

Mobley (1977) extended March and Simon's theory (1958) positing the linkage model and analyzed the withdrawal cognition and job search behaviors between job satisfaction and turnover (Miller et al., 1979). Perceived learning culture has negative relationship with TI (Joo, 2010).

Studies from multiple researchers have highlighted that the psychological support of the supervisor perceived and observed by the employees in different organizational processes can alter their intent to leave significantly (Tett and Meyer, 1993; Maertz et al., 2007; Applebaum et al., 2010; Kim et al., 2015; and Islam et al., 2016). Studies have also revealed the effect of leadership styles on sales employees turnover intentions (Dimaculangan and Aguiling, 2012).

In this context, the current study attempts to study the area of ETIs further. In order to understand the manager's role in ETI further, the two aspects of the manager have to be studied to in depth - MQPI and MPTP. The study also attempts to understand such relationship in the current crises that the organizations around the world are facing due to the Covid-19 pandemic.

Manager Quality Performance Index
Managers play a very crucial role in employees' employment journey (Lewis, 1997) and such managers with different behavioral and technical leadership qualities can impact leadership styles and ultimately the turnover intentions (Littrell, 2002; and Randeree and Chaudhry, 2012). Manager's performance quality and leadership style have found a significant emphasis with focus on supportive behavior that induces commitment and reduces turnover intentions of employees (Gyensare et al., 2016). Having a quality manager has been demonstrated to have a significant and lasting impact on employee retention (Anderson and Sohal, 1999; and Hughes and Rog, 2008).

Supervisor support is significantly correlated to the investment, of time and effort in employees' development (Kuvaas and Dysvik, 2012), which means employees believe that management is creating more developmental opportunities for them, if they have the right perception about the quality support of their manager leading to higher employee retention in the organizations (Cascio, 2006; and Alatf and Anjum, 2018). Mosadeghrad (2013) emphasized that team members count manager quality support as one of the important points in the quality of worklife showing the role of managers as an important component in ETIs, positive or negative.

Managers also have the responsibility to fulfil the expectations of their subordinates as indicated in the research based on LMX and their impact on ETI (Joo, 2010; Ali et al., 2011; and Covella et al., 2017). Agarwal et al. (2012) attempted to study ETI through leader-member relationship and identified that the work engagement is being influenced by the nature of such relationship. From a study of nurses in Australia, Cheng et al. (2016) suggested that if managers play the role of transformational leaders, it can influence the outcomes desired from employees. The results from a cross-country comparative study based on LMX by Ali et al. (2011) reflected that the support from managers leads to positive relationship between managers and subordinates that subsequently influences the intention to quit.

First line managers have a profound impact on organizational performance because of their relationship with subordinates (Brewster et al., 2015) and can become role models to their subordinates and their ethical behavior can positively influence turnover intentions (Demirtas and Akdogan, 2015). Employees' quality of worklife has an inverse relationship with turnover intention with manager's quality as the most signification predictor (Mosadeghrad, 2013). A research on cafe employees in Thailand indicated that managers become the main reason for employee turnover in organizations, whereas if organizations prepare their managers with transformational leadership style, they can overcome the problem of turnover intention (Ariyabuddhiphongs and Kahn, 2017).

Research also indicates that even in technology-driven organizations, managers with strong non-technical factors, such as, leadership are required for success of the self and the team (Thite, 1999). According to the Trait approach to leadership, personality assessment of leaders is a must for development and decision-making with regard to leader's performance (Stutzman, 2017). Recognizing this fact, organizations have started measuring their performance management process against having effective managers as a goal (Heinrich, 2002) and on competencies related to their behavior and support to the subordinates (Elliot and Church, 1997; Bracken and Church, 2013; and Church et al., 2015) which is captured through feedback and perception analysis of subordinates for manager evaluation for quality performance (Smoak, 2015).

With this literature background, PepsiCo, an American multinational food and beverage corporation in 2002, brought in a system to evaluate manager's quality performance that involved discrete rating of managers' behavioral competencies through structured feedback from the team (Byham et al., 2002). As a result, efforts were made to define people results for managers across the organization. Subsequently a model and questionnaire was prepared to gauge people managers and in 2008 the idea of "MQPI" was piloted in the organizations and the final version was put into practice globally across PepsiCo in 2009. MQPI was designed to gauge the behavioral and management aspects of the senior leaders and managers which can further be correlated with subordinates' performance and turnover. Since the organizations till then were focusing on technical expertise as the manager's competitive advantage, a model like MQPI insists on focusing on the behavioral skills as well (Church and Waclawski, 1998). MQPI provides a simple method for measuring manager's quality performance, both qualitatively and quantitatively (Church et al., 2013).

Measures of "Stay at home" to contain the Covid-19 pandemic have increased the incidence of loneliness due to increased absence of social contact (Luchetti et al., 2020). A study by Charoensukmongkol and Phungsoonthorn (2020) on university employees focusing on manager support and perceived employee exhaustion confirmed that the manager's support has a significant and negative effect on the perceived uncertainties of employees, such as, job insecurity and expected higher levels of job performance. In such a context, the current study attempts to understand the relationship between MQPI and ETI leading to the first hypothesis of the study:

H₁: MQPI has negative statistical association with ETIs.

Manager's Participation in Talent Planning
The Covid-19 pandemic was initially declared a medical emergency around the world, but as the time progressed, it turned out to be a major economic crisis. If the numbers talked about loss of life, they also talked about loss of jobs, loss of business, etc. Akkermans et al. (2018) attempted to integratively define career shocks for employees and the organizational attributes that can lead to employee turnover and the disruptive Covid-19 pandemic seems to add constructive strength to this phenomenon. Akkermans et al. (2020) predicted that there can be both short-term and long-term consequences of the pandemic on career shocks, indicating positive and negative effects. Their paper highlighted major lessons to understand the career consequences of the pandemic. On the contrary, Tabuga et al. (2020) pointed out a possibility of voluntary turnover of employees owing to leadership change and increased role complexity due to the pandemic leading to a loss of 'institutional memory'.

Managers play an important role in employees' retention and performance. According to Hay Group study, up to 30% of variance in organizational growth can be seen because of manager's involvement in talent management (Berger and Berger, 2017). Oladapo (2014) and Teoh et al. (2016) emphasized that the supportive and unsupportive behavior of the managers at the workplace can drastically impact employee engagement and job satisfaction.

Newstrom (2002) emphasized that the manager's creative engagement principles can help in reducing employee turnover, while Poon (2004) highlighted that the manager's involvement in subordinates performance appraisal and the degree of fairness involved in the appraisal mechanism can also help in reducing employee turnover. Further, in a recent research through a roundtable discussion on talent management in Scottish hospitals, it was found that line managers play an important role in employee retention and there is a trend in companies to delegate talent management responsibilities to line managers (Bratton and Waton, 2018).

In a research where line managers' opinion was taken for talent planning and implementation, it has been revealed that if the line managers do not participate in talent planning, the success of talent management is doubtful to the core (Erasmus et al., 2017; Tafti et al., 2017; and Turner, 2017). Eva and Thunnissen (2015) pointed out that even though managers' participation in talent management is highly important, there is a lack of research focusing on the area, while studies attempted to define the role of HR in talent planning in every possible way. This triggered the need for focusing on MPTP, and the current study attempts to understand the scope and impact of such participation.

There is evidence in corporate activities where managers take support from Social Networking Sites (SNS) to participate in talent planning activities and that there is a belief that SNS can help in attracting, developing and engaging their employees better (Nayak et al., 2007; and Jindal and Shaikh, 2014). Reilly (2017) underlined the need for the line managers to participate in talent planning and implementation strategies for the employees along with the efforts of top management and HR personnel.

Hence, it can be understood that MPTP is an important aspect that should be considered by every organization when the organizational processes are designed. Letchmiah and Thomas (2017) have clearly highlighted the difference that an organization can experience with such prioritized and integrated talent management system. However, there is also another perspective that implies that the manager's participation, to a micro-level, can lead to higher employee turnover (White, 2010). In such a context, the current study attempts to understand the relationship between MPTP and ETI leading to the second hypothesis of the study:

H₂ : MPTP has negative statistical association with ETI.

Leader Member Exchange (LMX) Theory and Social Exchange Theory (SET)
Leadership and employee turnover is a favorite study in organizational behavior, and every study has definitely added a new dimension to the leadership perspectives of human behavior. Research has by far explored multiple dimensions of leadership and its impact on employee satisfaction, performance, engagement and also turnover. Bull (2010) explained that the participative leadership style of managers reduced turnover intentions of the employees in healthcare sector, while the same was negated by Duque (2015) in higher education sector. In a cross-societal study by Liu et al. (2013a), the relationship showed very strong significance in China while such relationship was not highlighted by Luthra and Singh (2019) in a study conducted in India. Such contrasting results necessitated the current study to explore the different theories of leadership in relation with employee turnover.

Further analysis of the research area connected the current study with the two major theories of leadership research-LMX and SET. It is an observation from the existing study that LMX and SET are the models that are frequently used to understand the role of the leader (manager in the current study) in employee retention. This showcases the manageremployee relationship and its influence on the employees' decision to stay or leave the organization (Covella et al., 2017).

SET, as designed by Homans (1958), is one of the most enduring and widely used conceptual frameworks (Cropanzano and Mitchell, 2005) which defines social life as a series of sequential transactions between two or more parties (Mitchell et al., 2012) and the response of the subordinate party depends on the initiative of the leader (Wayne et al., 1997; Campbell, 2000; and Liu et al., 2013b). High quality positive initiation results in positive response of employees like trust, commitment and retention (Cropanzano et al., 2017). LMX theory defines the relationship influence on employees.

LMX theory was evolved by Graen and Uhl-Bien in the late 70s, which proposes that higher quality LMX has better quality positive results of leader and member relationship, work output, and to the overall organization benefit. This whole relationship of leader and member is based on professional interaction, and not on personal relations (Graen and Uhl-Bien, 1995). Wat and Shaffer (2005) highlighted that the LMX and the quality of interactions can influence the employee's organizational citizenship behavior which impact employee commitment, engagement and retention. Chillakuri (2020) highlighted that a positive role of managers in role clarity and employee development can lead to employee's reduced intention to quit in Gen Z employees. Dulebohn et al. (2017) highlighted that high quality relationships and manager's participation in the employee talent planning and career development can help the employees "flourish" professionally which can increase the chances of retention.

Very few studies were conducted in this direction during the pandemic and have shown significant contribution of LMX in employee commitment towards their job and therefore the firm performance. Zandi et al. (2020) found such a positive relationship in healthcare staff who contributed to Covid-19 response in Pakistan, while Susilo and Fazira (2020) found a similar relationship in the employees of travel services organizations in Indonesia. Similar results were highlighted by Jung et al. (2020) among the employees of food and beverage industry in South Korea by Wong et al. (2021) in the hotel staff in the US, to name a few.

However, very few studies focused on the MQPI and MPTP during the pandemic and their influence on ETI. The hypotheses H1 and H2 have clearly established the relationship between the variables considered for the study, MQPI, MPTP and ETI from the literature. The proposed model has also suggested a contribution to the existing theories of leadership and social exchange. The current study further attempted to find evidence in the relationship through further research using primary data.

Data and Methodology
In order to test the hypothesis, a survey method (see Appendxi) was used for data collection. The data was collected through an online questionnaire during the lockdown in India that was announced due to Covid-19 in 2020. The questionnaire was prepared in English and was administered online to the sample group. The sample group was a cross-functional sample formed using the simple random sampling technique. 358 fully completed and usable responses were used for further analysis of the data. A Google Form of the questionnaire with the MQPI scale, MPTP scale and ETI scale was developed along with demographic variables, viz., department, years of experience and gender. The measurement instrument was developed with MQPI, MPTP and ETI scales as explained in the following sections.

Measures
The role of the manager was examined through two variables: MQPI and MPTP.

MQPI
A seven-item scale was adopted from Church et al. (2013). The Cronbach ? of the scale was 0.90. Items like "My manager keeps people focused on the right priorities" and "My manager engages in candid discussions with others regarding career opportunities" were used to complete a survey on manager's performance index. Responses were noted on a scale of 1 to 5, where 1 represented "Strongly Disagree" and 5 "Strongly Agree".

MPTP
A four-item scale was taken from Berger and Berger (2017). The Cronbach ? was found to be 0.86. Items like "What is the level of involvement of your manager in your selection and assessment" were used for understanding the involvement of manager in talent planning. Responses were noted on a scale of 1 to 5, where 1 represented "Strongly Disagree" and 5 was "Strongly Agree".

ETI
A two-item scale was taken from Ariyabuddhiphongs and Kahn (2017). The Cronbach ? was 0.89. "How often do you think of leaving your present job?" was used and the responses were on a scale of 1 to 5, where 1 represented "Never" and 5 was "Always".

Results
The 358 respondents were from three big IT MNCs located in Hyderabad, India. The respondents included 64% male (228) and 36% female (130). The years of experience were divided into 3 categories as 1-3 years, 3-6 years, and 6 years and above. 49% respondents had 1-3 years of experience, 30% 3-6 years and 22% had six and above years of experience. Another demographical characteristic is department. A majority of the respondents 70% are from IT-technical department, 20% from HR, and 10% from the marketing department.

The constructs used in the study are latent constructs. Latent constructs consist of measurement error. Thus, it was decided to use Structural equation modeling for hypothesis testing. Structural equation modeling technique accounts for measurement error associated with the latent construct (Hair et al., 2009).

First, the study confirmed the factor structure of the latent constructs through measurement model testing. The fit indices (X²/df = 2.97; CFI = 0.96; TLI = 0.95; RMSEA = 0.07) were within acceptable limit (Hair et al., 2009). However, manager's involvement and manager's quality performance index showed very high covariance (0.88). Both the constructs were dealing with the involvement and support of the respondent's manager. Thus, second order latent construct was added as manager's support and retested the new measurement model. The new measurement model exhibited adequate fit (X²/df = 2.78; CFI = 0.96; TLI = 0.95; RMSEA = 0.07) (Hair et al., 2009). Composite Reliability (CR) and Average Variance Extracted (AVE) was also calculated. CR greater than 0.70 and AVE greater than 0.50 denote convergent validity (Hair et al., 2009). The CR and AVE of second order construct of manager's support was found to be 0.94 and 0.59 respectively. The CR and AVE of turnover intention was 0.89 and 0.53 respectively.

After ensuring the factor structure and validity, the authors tested the structural path model. Manager's support is second order construct and manager's participation and manager's quality performance index have positive association with manager's support (standardized β = 0.99 and 0.89 respectively). All four items of manager's participation in talent planning also have positive correlation (standardized β = 0.66, 0.87, 0.86, 0.76; p < 0.001) and MQPI has positive correlation with all 7 items (standardized β = 0.83, 0.74, 0.83, 0.76, 0.73, 0.70, 0.69; p < 0.001). The results show that manager's support has negative impact on turnover intention (standardized β = -0.39; SE = 0.11; p < 0.001). And ETI has positive correlation with its 2 items (standardized β = 0.91 and 0.87; p < 0.001) as reflected in Figure 1. It supported the hypothesis. It was found that manager's involvement and manager's performance index has a combined negative effect on employees' turnover intentions. If managers provide more support and their involvement is more in employee's talent management, the turnover intention would reduce.

Discussion
The study attempted to understand the manager's influence on ETIs and hypothesized that the manager has a positive influence on ETI. The manager's role was studied through two different variables: MQPI and MPTP. The results of the study supported the hypotheses (H1 and H2) and revealed that the managers have direct influence on the intent of leaving or staying in the organization even during the challenging times of the pandemic. Even during the volatile employment conditions, ETI decision is dependent on the MQPI and MPTP and not on the market conditions of employability. Changing customer dimensions and business environment were challenging for the employers (Al-Ghraibah, 2020) and so was the retention of employees, which was to become the priority (Al Fannah

et al., 2020). People in general and employees in particular were insecure and in fear during the Covid-19 pandemic, which has been impacting mental health and they were looking for better support system from government, family and specially, their organizations (Xiong et al., 2020).

The results of the current study have significantly proved that the manager's support, in the form of MQPI and MPTP can greatly impact ETI, in line with earlier studies, even during the pandemic (Cascio, 2006; White, 2010; Mosadeghrad, 2013; Ariyabuddhiphongs and Kahn, 2017; Berger and Berger, 2017; Reilly, 2017; Alatf and Anjum, 2018; and Bratton and Waton, 2018). The findings also support the existing research that highlight that the members follow their leaders in expectation of benefits, and when not met, the leadermember relationship changes (Dulebohn et al., 2017). Hence, it is evident that the managers in supporting the employee in career growth initiatives and maintaining a selfworth can maximize employee performance and wellbeing in the organization, which can further add to positive work climate, the most essential during the pandemic.

Managers can assume multiple roles of a coach or a counselor rather than being professional managers to support and nurture employee performance and engagement in the organization (Wilson, 2011). Agarwal (2020), Al-Taweel et al. (2020), Elsafty and Ragheb (2020), Moore and Lucas (2020) and Dixit and Singh (2020) have proved that such role of managers in supporting the employees during the pandemic can reduce the ETI drastically and improve employee engagement, which was also supported by the current study.

Implications of the Study
Be it about employee productivity, rewards or benefits, or about engagement, commitment, loyalty or citizenship behavior, or about recruiting, developing, or retaining, organizations have been in a constant search of process improvement for better talent management (Bhatnagar and Sandhu, 2005; Kataria et al., 2012; and Kasekende et al., 2020). The current study highlights that the MQPI and MPTP have a negative impact on ETI which suggests that a better capability assessment for managers is the need to ensure that the MQPI is rated high. Further, the study also highlights MPTP to reduce ETI significantly which underlines the established fact that the manager should be proactive in developing the team members and participate actively in promoting a progressive attitude amongst the team.

With the increasing complexities, the physical and emotional wellbeing of the employees is disturbed, and any trigger may rupture the relationship with the immediate superior, leading to the decision to quit (Tymon et al., 2011). Hence, it is pertinent that the organizations must focus on leader-member relationship which can be improved to a great extent with the focus on MQPI.

Further to seeking manager support, employees may also seek career growth and plan as time progresses. The findings of the current study highlights that MPTP can have a negative impact on ETI directing the organizations to ensure that the managers are aware about MPTP. Organizations have to invest substantial time and effort in training the managers to handle this role effectively which can otherwise lead to ETI (Chen et al., 2004). The challenges posed by the pandemic have further strengthened this need as ETI is triggered (Vaziri et al., 2020) due to multiple reasons, and lack of understanding of the existing process cannot be one of them.

The current study attempted to contribute to the LMX and SET theories as both the theories emphasize on exchange of rewards between employer and employee and that the employees are in constant expectation of support from their immediate managers (Wayne et al., 1997; and Covella et al., 2017). SET is one of the most powerful concepts for analyzing workplace relations and behaviors through a series of interactions which have great potential to generate high quality relationship at the workplace (Cropanzano and Mitchell, 2005). The current study also focuses on manager and subordinate relationship and the transactions that can generate high quality relationship between them. A well-framed transaction that is bidirectional with mutual and complementary stimuli and response is a distinguishing attribute of social exchange (Molm, 1994) and the current study very clearly defines the need for such a transaction. Such interdependence can be observed in the leader-member relationship, which has an impact on the members' intention to stay or leave.

On the other hand, LMX explains the influence of leaders for the higher level of commitment from subordinates (Venkat, 2005). By including MQPI and MPTP, the study has focused on the involvement of manager and the impact on the quitting intentions of employees. This is built upon the LMX theory, which is in line with other studies where leader-member relationship impacts the creativity of employees and influences the retention of employees (Han and Bai, 2020; and Wilcher, 2020). Finally, the study extends the understanding that in the relationship between manager and subordinates, there is some kind of an exchange involved and intention to quit may be depending on that exchange, therefore the study contributes to the theories of LMX and SET.

Conclusion
Employee's turnover intention has occupied a huge space in organizational and employeerelated research and specially in relation to manager's role. The current phase of 'new normal' due to the pandemic has created more dynamism in the relationship between the manager and subordinate and brought more scope for further research in this area. The study draws the attention of researchers and practitioners to the importance of handholding by managers to make the journey of their employees smooth in this critical time, as in the employees, if they do not get the support of their managers, the intention to quit may rise. If managers understand the importance of their role in MQPI and MPTP, this may lead to retention, which is the requirement of companies in such critical times for the businesses and economy.

Limitations and Future Scope: The study has theoretical and practical contribution by highlighting the relationship of manager's role and employees' turnover intention during Covid-19 pandemic, but it also suffers from a few limitations. The main limitation is that this study utilizes cross-sectional data and does not establish any causal relationship among variables. It is suggested that future research may focus on conducting a longitudinal study. Another limitation is that the study has used sample data from three top IT companies of Hyderabad, India, which limits the scope of generalization of the study. Future studies may cover a large number of companies at the international level to overcome this limitation.

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