| Pub. Date | : October, 2021 |
|---|---|
| Product Name | : The IUP Journal of Organizational Behavior |
| Product Type | : Article |
| Product Code | : IJOB71021 |
| Author Name | : Yamini Meduri and Poonam Jindal |
| Availability | : YES |
| Subject/Domain | : Arts & Humanities |
| Download Format | : PDF Format |
| No. of Pages | : 25 |
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.
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