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The Mediating Role of Work Engagement between Cynicism,
Emotional Exhaustion and Turnover Intentions
Abid Khan
Student ID: 10827
Department of Management Sciences
Doctor of Philosophy in Management Sciences
Qurtuba University of Science & Information Technology
D.I. Khan / Peshawar Peshawar, Khyber Pakhtunkhwa
(2020)
ii
The Mediating Role of Work Engagement between Cynicism,
Emotional Exhaustion and Turnover Intentions
Abid Khan
Student ID: 10827
Department of Management Sciences
Doctor of Philosophy in Management Sciences
Date of Submission: (August, 2019)
Supervisor Name: Dr. Saima Batool
Qurtuba University of Science & Information Technology
D.I. Khan / Peshawar, Khyber Pakhtunkhwa
(2020)
iii
Author’s Declaration
I Abid Khan hereby state that my PhD thesis titled “The Mediating Role of Work
Engagement between Cynicism, Emotional Exhaustion and Turnover Intentions" is my
own work and has not been submitted previously by me for taking any degree from this
University
Qurtuba University of Science and Information Technology Peshawar, KP, Pakistan
Or anywhere else in the country/world.
At any time if my statement is found to be incorrect even after I Graduate the university has the
right to withdraw my PhD degree.
Name of Student: Abid Khan
Date: August 2020
iv
Plagiarism Undertaking
I solemnly declare that research work presented in the thesis titled “The Mediating Role of
Work Engagement between Cynicism, Emotional Exhaustion and Turnover Intentions" is
solely my research work with no significant contribution from any other person. Small
contribution/help wherever taken has been duly acknowledged and that complete thesis has been
written by me.
I understand the zero tolerance policy of the HEC and University
Qurtuba University of Science and Information Technology Peshawar, KP, Pakistan
towards plagiarism. Therefore, I as an Author of the above titled thesis declare that no portion of
my thesis has been plagiarized and any material used as reference is properly referred/cited.
I undertake that if I am found guilty of any formal plagiarism in the above titled thesis even after
award of PhD degree, the University reserves the rights to withdraw/revoke my PhD degree and
that HEC and the University has the right to publish my name on the HEC/University Website on
which names of students are placed who submitted plagiarized thesis.
Student /Author Signature: ______________
Name: Abid Khan
v
CERTIFICATE BY SUPERVISOR (THESIS)
This is to certify that the dissertation submitted by
Student‟s Name: Abid Khan Student‟s ID #: 10827
is of sufficient standard to justify its acceptance by
Department of Management Sciences
Qurtuba University of Science and Information Technology,
Dera Ismail Khan Peshawar
for the award of Degree of
Master of Philosophy Doctor of Philosophy
Please tick the appropriate box
I recommend that thesis be accepted for the award of degree
I recommend that thesis be accepted for the award of degree with minor amendments
Supervisor: _Dr. Saima Batool______ (Name)
Co-Supervisor: ______________________ (Name)
Supervisor: _____________________ (Signature)
Co-Supervisor: ______________________ (Signature)
vi
vii
DEDICATION
To My Mother (Late)
And
My Family
viii
ACKNOWLOGEMENT
Research does not happen in a vacuum and it is impossible without a marvelous collection of
support. I wish to express my gratitude to some of the many people who contributed to this
work. Millions of thanks to Almighty Allah, who has blessed me with the knowledge and power
to perform and complete not only this Thesis, but also all other task. And who has always guided
me in difficult times of which I have never imagined in my life, who help me, tartan the
documentation and
Predominantly, I am thankful to my supervisor Dr. Saima Batool, Chairperson, Department of
Management Sciences Qurtuba University of Science and Information Technology, Peshawar,
who‟s exclusive support enabled me for this study, thoroughly checked the records and without
her supervision and help, my thesis would not have seen light of the day. Moreover, the support
of Dr. Kashif Amin, Assistant Professor, Department of Management Sciences Qurtuba
University of Science and Information Technology, Peshawar was appreciable.
My Special thanks to my good friends Dr. Jawad Hussain, Assistant Professors and Dr. Shabir
Ahmad, Department of Commerce and Management Science, University of Malakand who
helped me in every moment of hurdles that I faced during my thesis.
I particularly wished to thanks to Mr. Zafar Ali Khan, Muhammad Rome, Dr. Iqbal Amin Khan,
Dr. Aftab Alam, Mohammad Israr and all of them who provide me valuable & sound support
which enable me to write up this thesis.
At last, but not the least I would like to mention my friends and colleagues, who always been
there to encourage me.
Your friendship cannot be forgotten, ever!
Abid Khan
ix
Table of Contents
S. No. Title Page No.
Cover Page……………………………………………………………………………………..…..i
Title Page……………………………………………………………………………………….....ii
Author‟s Declaration …………………….………………………………………………………iii
Plagiarism Undertaking …………………………………………………….……………………iv
Certificate by Supervisor (Thesis)……….……………………………………..….....…….…......v
Certificate of Approval…………………………………………………..………………………vi
Dedication...………………………………………...……………………………………………vii
Acknowledgement…….……………..…………………………………………………………viii
Table of Contents ………………………………………………………………………………..ix
List of Tables …………………………………………..……………………………………….xiii
List of Figures…….……………………………………………………………………………...xv
List of Appendix……..………………………………………………………………………….xvi
Abstract…….………………………………………………………………………………...…xvii
1. Introduction……………………………………………………………………………………1
1.1 Introduction……………………………………………………………………………...1
1.2 Background ……………………………………………………………………………..3
1.3 Problem Statement…………………………………………...……….…………………7
1.4 Objectives of the Study………………………………………………………………….8
1.5 Significance of the Study….…………………………………………………………….9
1.6 Hypotheses …..…………………………………………..………………………...…..10
1.8 Scope of the Study……………………………………………………………………..11
2. Literature Review……………………………………………………………………………12
2.1 Employees‟ Work Engagement………………………………….…………………12
2.1.1 Backgrounds of Work Engagement…………………...…………………………..12
2.1.2 Work Engagement and Workaholism………………………………………….…..16
x
2.1.3 Work Engagement States………………………………………….…………….....17
2.1.4 Significance of Employees‟ Work Engagement …………………………………..19
2.1.5 Work Engagement Model …………………………………………………………20
2.1.6 Needs Satisfying Approach ………………………………………………..………25
2.1.7 Work Engagement and Resources………………………………………………....28
2.1.8 Integrated Theory of Employee Engagement………..…………………………….29
2.1.9 Towers Perrin Model……………………….………………………………..…….32
2.1.10 The International Survey Research (ISR) Contribution……………………………34
2.2 Emotional Exhaustion………………………………………………...……………...38
2.2.1 Emotional Exhaustion Supporting Theories……..………………………………….41
2.2.2 Need Theory…………………..………………...…………………………………..41
2.2.3 Goal Theory and Feedback Theory.…………………………...……………………43
2.2.4 Equity Theory.……........……………………………….…………...………………44
2.3 Cynicism…………………………………………………………………………….46
2.3.1 Cynicism‟s Origins……...……………...……………………....…………………..46
2.3.2 Cynicism‟s Supporting Theories.…………..……………………..…………...……50
2.3.2.1 Psychological Contract Theory…………………………………………………….50
2.3.2.2 Frustration-Aggression Theory.………..………..……………...………….....……51
2.4 Turnover Intention…...…………..………..…………………….……………….......52
2.4.1 Turnover Intention‟s Supporting Theories.…….……..……….………...….……......56
2.4.2 Social Exchange Theory.…………………..………..….…………...……...……..…56
2.4.3 To Stay or to Leave.…………………..….……..……………...……...……..….…..59
2.4.4 Turnover Intention in Pakistani Universities.…………..……….………...……..….62
2.5 Relationship of Burnout, Work Engagement and Turnover Intentions.……....….……63
2.6 Mediational role of work engagement between emotional exhaustion and
turnover intention…………...…………………………………………………………64
3. Research Methodology………………………………………………………………………66
3.1 Research Design……………..………………………………………………………..66
3.2 Variables..………...………………………………………………………………........66
3.2.1 Mediating Variable Work Engagement……………………………………………...67
3.2.1.1 Mediation Model…………………………………………………………………..67
xi
3.2.2 Independent Variable………………………………………………………………...69
3.2.2.1 Emotional Exhaustion……………………………………………………………...69
3.2.2.2 Cynicism…………………………………………………………………………...69
3.2.3 Dependent Variable Turnover Intention……………………………………………..69
3.3 Population……………………….………………………………..……………………70
3.4 Sample Size………………………………………………………......……..….............71
3.5 Data Collection and Instruments ……………………..…………………………….…72
3.6 Analysis of Data……………….………………………….………………….………..72
3.7 How to Measure Mediation…….…………………………………………………......73
3.8 Theoretical Framework…………………………………..………………………….…75
4. Result and Data Analysis……………………………………………………………………76
4.1 Demographic Profile……….…………………………………………………...……...76
4.2 Descriptive Statistics…………………………………………………………………...77
4.3 Frequency Tables ……………………………………………………………………...77
4.3.1 Gender……….………………...………………………………………………...…...77
4.3.2 Marital Status …………………………...…………………………………………...78
4.3.3. Age……………………...…………………………………………………………...78
4.3.4 Qualification ………………………...………………………………………………78
4.3.5 Income…… …………………………...……………………………………………..79
4.3.6 Nature of Duty……………………...………………………………………………..80
4.3.7 Designation …………………………..…………………….………………………..80
4.3.8 Experience ……………………………...……………………………………………81
4.3.9 Department ……………………………...…………………………………………...81
4.4 Reliability Test……….……………………………………..……………....................82
4.5 Analysis of Common Method Bias…………………………………………………….83
4.5.1 Harmen‟s Single Factor Test………………………………………………………….83
4.6 Test of Normality.………………………………………….…………………………..85
4.7 Discriminant and Convergent Validity…………………………………………………86
4.8 Correlation Analysis …………………………...……………...….…..…………...……88
4.9 Measurement of Central Tendency (MAS) ..……………………...…………………....93
4.9.1 MAS of Work Engagement………...………………………………………………....93
xii
4.9.2 MAS of Emotional Exhaustion …………..………...……………………………….....97
4.9.3 MAS of Cynicism ………...…………...…………………………………….….....…100
4.9.4 MAS of Turnover Intention…. ……………………...…………………………….....103
4.10 Mediation Measurement ……………………...………………..……………………..106
4.11 Path Analysis………………………………………………………………………….107
4.11.1 Summary of Model Fit …….…………………………………………...……………..….108
4.11.2. Mediational Effect Case – A
(Work Engagement, Emotional Exhaustion, and Turnover Intention)………………….110
4.11.3 Mediational Effect (Case –B)
(Work Engagement, Cynicism and Turnover Intention)……………………………..…………114
5. Summary, Conclusions and Recommendations….…………………...…………………..118
5.1 Summary of Findings…………..……………………………………………………….118
5.2 Conclusions……………………….………..…………………………………………...120
5.3 Recommendations…………………….………………………………………………...122
5.4 Contribution of the Study…………………………...………………………………….123
5.5 Limitation and Future Study…………………………...………………………………124
5.6 Implication for Practice………………………………………………………………..125
Reference…………...……………………………..……………………………………….128
xiii
List of Tables
Table No. Title Page No.
Table 2.1: Job Resources and Job Demands ………………………………….………………...30
Table 2.2: Resources Level ……….……..………………………………….………………...30
Table 3.1: Number of sampled employees in the selected organizations ………………………71
Table 4.1: Descriptive Statistics…………………………………………………….………..…77
Table 4.3.1: Gender………………………………………………………………………………78
Table 4.3.2: Marital Status……….………………………………………………………………78
Table 4.3.3: Age…………….……………………………………………………………………79
Table 4.3.4: Qualification………,.………………………………………………………………79
Table 4.3.5: Income………..……,.……………………………………………………………...70
Table 4.3.6: Nature of Duty………,.…………………………………………………………….80
Table 4.3.7: Designation……………..………….……………………………………………….81
Table 4.3.8: Experience……………..………….……………………………………………......81
Table 4.3.9: Department……………..………….…………..………………………………..….82
Table 4.4: Reliability Test…… ………………………………………………………………..83
Table 4.5: Total Variance Explain (HSFT) ……………………………..……………………..84
Table 4.6: KMO Bartlet Test…………………………………………………………………..85
Table 4.7: Total Variance Extracted (TVE) Analysis………………………………………….87
Table 4.8: Discriminant Validity……………………………………….………………………88
Table 4.9: Correlation Analysis …………………………………………………………….….93
Table 4.9.1: MAS of Work Engagement ………………………………..………………………96
Table 4.9.2: MAS of Emotional Exhaustion ……………………………………………………99
xiv
Table 4.9.3: MAS of Cynicism …………………………….…………………………………..102
Table 4.9.4: MAS of Turnover intention………………………………………………….....…105
Table No. 4.10.1 Chi-square/CMIN………..……………………..............................................108
Table No. 4.10.2 RMR, GFI ……………..….............................................................................109
Table No. 4.10.3 Baseline Comparisons..………………………………………..………..……109
Table No. 4.10.4 RMSEA …………………..……………………………………………....….110
Table No. 4.10.5 Measuring Mediational Effect (Case –A) Regression Weights..…………….113
Table No. 4.10.6 Measuring Mediational Effect (Case –B) (Cyn, WE and TI)………..……....117
xv
List of Figures
Figure No. Title Page No.
Figure 2.1 JD-R model of work engagement …… ………………………………………….…..24
Figure 2.2 Engagement based on W. Kahn ….……………………...………………………..….26
Figure 2.3 Employee Engagement Conceptualization by Towers Perrin ……………………….34
Figure 2.4 Conceptualization of employee Engagement according to ISR………..….…………35
Figure 2.5 Corporate Leadership Council Conceptualization of Work Engagement…….……...36
Figure 3.1 Mediation Model by David A. Kenny…… ……………………………...…….…....68
Figure 3.2 Mediation Model...………….………………………………..…………...…….…....68
Figure 3.3 Stratified Random Sampling Formula…… ………………….………………….…...70
Figure 3.4 Theoretical Model…… ……………………………...………………………….…...75
Figure 4.1 Average Variance Extracted Formula …….……………………………...…….…....87
Figure 4.2 Statistical Mediation Model…………………………………………………..……106
Figure 4.3 Overall Model Fit…………………...………………………………………………107
Figure 4.4 Mediational Effect Analysis Case – A (EE, WEE and TI)……………………....…111
Figure 4.5 Mediational Effect Analysis Case – B (Cynicism ,WE and TI)…………….............115
xvi
List of Appendices
Appendices –----------------------------------------------------------------------------------------Page No.
Appendix – A Demographic Information..……………………………………………………143
Appendix – B Questionnaires…………………………………………………………………144
Appendix – C Morgan and KREJCIE sample and population formula ………………………147
Acronyms
ASV = Average Shared Squared Variance
AVE = Average Variance Extracted
CLC = Corporate Leadership Council
Cyn = Cynicism
EE = Emotional Exhaustion
HEIs = Higher Educational Institutions
HEC = Higher Education Commission
KMO = Kaiser-Meyer-Olkin
TI = Turnover Intention
MAS = Mean Average Acronyms
MSV = Shared Squared Variance
WE = Work Engagement
xvii
ABSTRACT
The increasing rate of employees’ turnover is one of the key problems associated with human
resource management in universities in Pakistan. It is not only depriving the universities of
talented and qualified employees but also, influences the education standard of the universities.
Work engagement plays an important role in the organization and engaged workers always show
a positive relationship with their duty. Even though, engaged staff members are reliably more
profitable, beneficial, secure, advantageous, and reluctant and to leave their organizations. As
the main objective of the study is to find out the mediating role of work engagement between
emotional exhaustion, cynicism, and turnover intentions, generally of the employees working in
public sector universities and particularly in Malakand Division. A sample size of 316
respondents was selected from the total population of more than 1615 employees working in
public sector universities in the Malakand division. Structure Equation Model (SEM) was used to
find out the effects of work engagement as a mediating variable and was measured by AMOS
software in two steps. In the first step, work engagement was used as a mediating variable
between emotional exhaustion and turnover intentions and in second step work engagement was
used as a mediating variable between cynicism and turnover intentions. Demographic variables
were analyzed through SPSS v. 22. The prime reason to analyze the variables separately was, to
find out the precise and accurate result. Adopted and standard instruments were used for each
variable accordingly. The overall mediation process was measured according to Barron and
Kenny four steps methodology. The findings of the study provide evidence that the indirect
results show that negative and significant relationship among emotional exhaustion and work
engagement, cynicism and work engagement and a significant but negative association between
work engagements and employee turnover intentions. On the other hand, results describe that
cynicism and emotional exhaustion both are positive and significantly correlated with employee
turnover intentions. It is concluded that the mediating role of work engagement influences the
emotional exhaustion and cynicism on the relationship of direct and indirect effects which
further recommends that employee job dimensions can affect the working atmosphere along with
administrative behaviors and attitudes in various directions. However, results show that work
engagement as a whole plays a partial mediating role between emotional exhaustion and
turnover intentions.
Keywords: Work Engagement, Emotional Exhaustion, Cynicism, Turnover Intentions, Mediation
Universities, Pakistan.
1
I. Introduction
1.1 Introduction
Organizations, due to globalization and diversity in the working environment, invest maximum
efforts for the welfare of their employees to increase the firm‟s productivity, because it is
essential for the survival of the organization in the prevailing competitive world. Every
organization has recruited various types of employees‟ which have a different level of skills and
competencies, different levels of education and all have different natures of needs and demands
from the employer. So, an organization must do their level best and take a keen interest in the
goodwill of their workers to achieve desired performance and retain organization position among
the competitors. To gain the desired level of productivity, organizations focus on the highest
level of performance which also stimulates concentration in organizational behavior. According
to Luthans (2002) in the present working environment the power and strength of positively
trained employees and emotional capabilities increased which has carefully manage, improved,
and efficiently handle for best outcomes. In the knowledge-driven economy of the current age,
enhancing the employees‟ innovative potentials has become a top priority in every organization
(Johnston 2013).
Nowadays, all employees need to know and understand the organization‟s goals and objectives,
mission and vision, working environment, career growth, etc. before entering into a job.
Because, it has been recognized as a truth that those employees who did not fit with the
organization‟s objectives bring a bad impression for organizations. Such behaviours could
directly influence the overall performance of the institutions. Organizations have to plan and
align various human resource management policies and strategies with the organization‟s
objectives and goals because it influences employee retention. Arshad (2016) have identified that
2
the contextual factors related to work environments can influence turnover intentions. Work
characteristics are significantly recognized as an important work environment antecedent of
turnover intention. Employee retention is one of the important and crucial problems in higher
education institutions for different reasons. The diversity in higher educational organizations
particularly in public and private institutions did not provide the chance to an employee for
improvement in their career. To overcome and handle such type of situation, employees‟ have
the option to switch-over from one to another organization in search of a healthier atmosphere,
better services, and good rewards and payments. Several studies recognize that the environment,
promotion/development rules, organizational culture, facilities, wages, and salaries and political
matters are the basic reason of decreasing employees‟ commitment in the organization and
increasing psychological fatigue as well as increasing of employees‟ turnover intentions in the
universities.
Obviously, each and every organization is always endeavouring to provide the essential needs
and atmosphere for better employee productivity and efficiency. HEIs especially universities are
playing a significant part in academic lifespan and consider as the main hub of career and
professional improvement for students or teachers. The universities are a clear picture of
diversity and employees can be affected by many elements explicitly cynicism, turnover
intentions, employee‟s emotional fatigues, and employee‟s work engagement. The organization
plays an important role in ensuring for producing quality results. The only possible way is when
the employees are enthusiastic, consistent and showing devotion to the organization. They will
neither be emotionally exhausted nor develop a cynical attitude when they are facilitated and
they are contributing towards the improvement of the organization. Further, the work
engagement of workers is elementary for every organization. They may build up love and
3
affections for the organizations, believe in quitting the organization will be expensive and feel
with the aim of the troubles of the organizations as like every employee‟s trouble. Because of
this, the higher educational institutions, then offer to cheer the atmosphere to the staff to improve
their work engagement, moderate the intensity of emotional fatigue and plans of quitting the
employment. The main idea of this research is to understand the association along with work
engagement, emotional exhaustion, and employee intent of leaving the job and to grasp the
mediating function of employees‟ work engagement among the outcomes of work
characteristics, for example, emotional and physical fatigue, cynicism and turnover intents of
employees. This research learning will also appreciate the mediating connection between work
engagement and other variables of this study.
1.2 Background
Everybody knows that higher education institutions play a vital role in the socio-economic
development of a country. Universities required highly talented and professional employees, if
the workforce is not qualified and talented, the overall quality of education will decrease and
unable to achieved the objectives of the organization. Employee turnover is painstaking an
important problem within an organization that is why it is considered as the focus (Chabbra &
Mishra, 2008). According to recent studies by Bajwa, Yousaf & Rizwan, (2014) each
organization has a different turnover rate in the public sector and private universities. Whereas,
public sector university has a low rate of turnover as compare with private universities. It has
been noticed that in employees of private sector universities turnover intentions are at highest
level as the worker does not work for a long period of time due to many reasons. Hugh and
Feldman (1982), mention that there are many factors such as job satisfaction, employee
commitment, age, terms of duty, and job security affect the employees‟ turnover intentions.
4
According to Ahmad & Adnan (2011) in Pakistan, the medical doctor‟s turnover in public
hospitals and colleges are at peak. The medical practitioners are considering as the strength for
providing health care services to people. These doctors are the important basis for providing
education particular medical, health and allied services. The government, periodically
transferring doctors and other medical staff to public sector medical colleges and teaching
hospitals. Consequently, doctors and other staff quitting government jobs, which consider is
actual loss for management and organization. In a study researcher examined 231 doctors for
analysis and found that the less salary, nature of work, accessibility of chances for good
jobs, management problems and role of higher-ups are key causes of doctors‟ turnover.
In 1980, there were 21 universities / DAIs in Pakistan. Currently, according to chairman HEC‟s
TV interview in June 2019, there are 192 universities / DAIs in the entire country. The main
reason of this extraordinary and significant transformation are the policies, rules, regulations and
legislative decisions took place the HEC with the page of time as convene. Now a day, the
educational institutions have been commercialized to some extent. The main important aspect in
the growth of universities and institutions is due to the increase in the number of expected
students. This paradigm shift has led to high turnover among employees of universities as several
opportunities have become available to them. The employees can switch jobs and have the
choices to select or reject institutions based on factors they consider most important to their jobs.
Peter Drucker, (1999) explained and termed the employees‟ retention is the greatest and
substantial challenge of the 21st millennium. The study of Bluedorn, (1982) have presenting the
relationship between turnover intentions and actual turnover, whereas, the turnover intention is
the main focus. It is challenging to forecast the actual turnover since it‟s not only tough to find
out such workers but also facing hurdles to receive information from them. Though, the turnover
5
intentions are characterized as the major projecting indicator of real turnover in every
organization.
To reduce and minimize the effects of worker‟s turnover intentions, the employees‟ work
engagement has been used as mediating factor to facilitate and decrease the rate of turnover
intention among the universities‟ employees. Employee‟s work engagement may be explained as
a highest degree of loyalty, employee‟s satisfaction, and commitment of employees regarding the
working environment, job demands and employee wellness, which initiated and distinguish by
enthusiasm, devotion, and interest. The study of Schaufeli & Salanova, et al (2002) reveals that
employee‟s work engagement is one of the positive states, considering the opposite of emotional
exhaustion (burnout). Unlike, employees facing burnout issues, busy workers have an effective
relationship with their jobs and further, employees think that they are capable of handling all
sorts of their job‟s demands.
The term work engagement refers to a more determined as well as a resolute factor, incident, or
three prominent individual behaviors (i.e. vigor, dedication, and absorption). The word vigor is
distinguished as a maximum level of energies and psychological flexibility during performing
job, to work with full confidence, and to remain deterministic whiles any kind of hardships. The
second term dedication means to completely engage in their work with full zeal and zest and
understanding of the importance, passion, encouragement, arrogance, and challenges. The third
one is absorption, refer to extremely involved during their job and unaware of nothing in the
working area, although with the passage of time workers confronting difficulties along with
detaching there-self from the job. According to Maslach, Leiter, & Schaufeli (2001), vigor and
dedication both are measured the straight opposite of burnout states of emotional exhaustion as
well as cynicism. Thus, the main association among enthusiasm, emotional fatigue and devotion
6
and employee‟s doubts (cynicism) are predicted to be efficiently negatively related. The leftover
aspects relating to burnout (occupational efficacy) and so for of work engagement (absorption)
are separate characteristics that are recognized as opposites. Several research studies explaining
work engagement has shown important relationship among job outcome and an organizational
efficiency, just like as intent to turnover (Saks, 2006), (Schaufeli and Bakker, 2004) affect
employee‟s exhaustion and work stress too. In this regard, , higher worker production, financial
performance, organizational loyalty, organizational citizenship behavior are also noted common
performance indicators (Saks, 2006). The study of Maslach (2001) reveals that cynicism is
relevant to employees focuses both services beneficiary or organization employees in addition to
detachment are job/work-focused. According to Saks (2006) work engagement has a positive
and significant correlation with job satisfaction of employees while significant and negative
associations with turnover intention. According to Agarwal and Bhargava, (2014) studies, India
is listed to be among the world‟s five largest economies and is viewed by international investors,
business conglomerates and tertiary education providers as a land of opportunity. Increased
globalization, changing demography, and a need to manage both employees and businesses have
resulted in practitioners and academicians investing greater time, resources, and intellect to
understanding employee attitudes and behaviors in India). With a high attrition rate of 26.9
percent, more than the global average of 21.2 percent, India is in the eye of an employee turnover
storm (Biswas, 2013) and retention of talented employees is a major concern for most Indian
organizations. Knowledge regarding the turnover of managers in the context of emerging
economies is limited and the present study tests the above-described model in the Indian business
context.
7
1.3 Problem Statement
In the present scenario, turnover intentions of employees are a general and burning matter all
over in the world. Turnover intention demonstrates a severe problem to an organization
particularly the loss of talented and qualified workers, recruitment of new employees and
training expenditures too (Loi et al., 2006). There are many elements which were directly and
indirectly affected the employees‟ turnover intention. Besides, excessive turnover is a risk for the
organization and affecting the productivity and efficiency of the organizations. Past studies show
that employee work engagement has materialized the organization structure of work as
constructs that could significantly affect employees‟ turnover intention (Halbesleben & Wheeler,
2008; Mitchell, Holtom & Lee, 2001a). In particular, workers who have a minimum degree of
work engagement are mostly facing the maximum level of turnover intention, as well as those
who left the organization (Mitchell, Holtom, Lee, Sablynski & Erez, 2001b).
Global competitiveness has significantly influenced the whole formation of organizations. Since
the production costs are increased and declining return on investment, every organization is
trying its level best to survive and increase its market shares. Consequently, the organizations are
mainly concerned to change their HR policies by extending duty timing, controlling the extrinsic
benefits such as dropping remuneration and fringe benefits, reducing holidays, and diverting
sociable and peaceful operational organization into the non-social and multifarious working
atmosphere. The globalization and diversity in the working environment on the part of the
organization have adversely affected the level of employees‟ turnover intention leading from
cynicism and emotional exhaustion organization.
Emotional exhaustion, turnover intention, and employee work engagement attitude are the
important features recognized in organizations. These features strongly manipulate worker
8
performance in the organization in several ways. This study examined the relationship between
these factors.
This study maps the mediator function of employee‟s work engagement among cynicism,
emotional exhaustion with employees‟ turnover intentions. Noticeably, in short, the present
displays that several researchers conducted studies on work engagement and employee turnover
intentions in different organizations; however no research reading was available in the academia
which elucidate the mediational role of employee‟s work engagement between both aspects of
occupational burnout (emotional exhaustion, cynicism) as well as employees‟ turnover intentions
among employees‟ of public sector universities especially the Malakand Division. Further, no
research was accompanied to measure the association in public sector universities especially the
Malakand Division. Thus, this point has created a gap for the present study. An attempt has been
made to bridge the gap in the literature through the current study. The proposed mediation model
of the study had shown the contribution of the employees of HEIs in Khyber Pakhtunkhwa. This
study particularly emphases to study and investigate the employees‟ work engagement‟s
mediating role between the cynicism, emotional exhaustion and employees‟ turnover intentions.
This study provides suggestions to understand the association between the employees‟ work
engagement, emotional exhaustion, cynicism and turnover intentions among the employees
which further leads to extend the horizons of the mediational role of work engagement as a
research in Pakistan.
1. 4 Objectives of the Study
The major objectives are:-
1. To conduct an empirical investigation to highlight those factors which lead to employee
turnover intentions.
9
2. To investigate the relationship between work engagement and employee turnover intentions.
3. To explore the mediating effects of work engagement between burnout and turnover
intentions.
4. To find out the effects of emotional exhaustion and cynicism on employee turnover intention.
1. 5 Significance of the Study
This study was limited in terms of analysing the mediating effect of employees‟ work
engagement between the cynicism, emotional exhaustion and intentions to leave. Employee‟s
burnout condition compels the workers to quit their organizations to get rid of emotional
exhaustion as it is supported by Australian studies (Sims, 2007); in which he advocated that
burnout dimensions i.e. cynicism and emotional exhaustion are the main interpreters of the
workers‟ intent to quit the organization. Employee‟s work engagement and employee‟s burnout
both are contradictory in working environment, is the most important forecaster of retaining
employees in the organizations. The employees‟ work engagement is considered to minimizing
the effects of the dimensions of burnout which try to reduce the perception of turnover intentions
among employees. Generally, the target population of this study has the employees of the HEIs
in Khyber Pakhtunkhwa and particularly the Malakand division‟s higher education institutions,
the projected model of mediation will particularly spotlight the mediating function of employee‟s
work engagement between the two factors of employee‟s burnout i.e. cynicism and emotional
exhaustion and employees‟ intents to leave the organizations.
10
1. 6 Hypotheses
H0: There is no significant association between emotional exhaustion and turnover intentions.
H11: There is positive and significant association between emotional exhaustion and turnover
intentions.
H0: There is no significant association between cynicism and turnover intentions.
H12: There is positive and significant association between cynicism and turnover intentions.
H0: There is no significant association between emotional exhaustion and work engagement.
H13: There is negative and significant association between emotional exhaustion and work
engagement.
H0: There is no significant association between cynicism and work engagement.
H14: There is negative and significant association between cynicism and work engagement.
H0: There is no significant association between work engagement and turnover intentions.
H15: There is negative and significant association between work engagement and turnover
intentions.
H0: Work engagement does not mediate the relationship between emotional exhaustion and
turnover intentions significantly.
H16: Work engagement positively and significantly mediates the relationship between emotional
exhaustion and turnover intentions.
H0: Work engagement does not mediate the relationship between cynicism and turnover
intentions significantly.
H17: Work engagement positively and significantly mediates the relationship between cynicism
and turnover intentions.
11
1. 7 Scope of the Study
Employees‟ retention has aroused a big challenge in the degree-awarding institutions (DAIs) of
Pakistan in recent years as turnover intention rate has been increased (Shah, Fakhr, Ahmad, &
Zaman, 2010). The increasing rate of turnover intention not only negatively affecting the talented
and qualified employees but also highly affects the academic and research activities in
universities. Thus, it is necessary to investigate and report the factors which led the employees‟‟
turnover intentions in DAIs/HEIs. The study population was University of Malakand, Shaheed
Benazir Bhutto University, Sheringal and Swat.
Although, the main limelight of the study was to investigates the mediational role of employees‟
work engagement between employee‟s cynicism, employee‟s emotional exhaustion and
employees‟ turnover intentions, to minimize the impact of employee intents to quitting the
organization. The core variables are employees‟ work engagement, cynicism, employee‟s
emotional exhaustion and turnover intentions.
Work environment, effort, and skill are considering potential factors of job performance. Now a
day, in many organizations HR practices (rewards, compensation, healthy working conditions,
motivation, etc.) have been ignored which create disparity among the workers. Although these
factors are the strengths of every employee in the organization. Furthermore, an organization
needs to build up a safe and secure working atmosphere for its employees for improvisation of
business and performances. Due to the presence of turnover intention resulting from cynicism,
emotional exhaustion, organizations will not only experience less efficiency but also lose the
skill and knowledge which these employees acquired and can be beneficial for the organization.
12
II. Literature Review
2. 1 Employees’ Work Engagement
2.1.1 Backgrounds of Work Engagement
Present-day organizations anticipate that their employees will be proactive, demonstrate activity,
and ensure to assume that employees‟ shall be responsible for their particular expertise
improvement (skilled development) and to be focused on achieving excellent Performance
measures. They require such type of employees who feel vigorous and committed – i.e., who is
focused on his / her duties. It is, in this way not amazing that the previous decades have seen a
sharp and quick ascent in logical investigations on employees‟ work engagement. The
employees‟ work engagement plays explicit and significant role on the employees and their job
outcomes. Bakker and Schaufeli, the pioneer in work engagement research, evaluate meanings of
work engagement in the business perspective and also in the academic world as a reason for
considering the instruments evaluating work engagement. Though the importance of work
engagement in organizations affirms the ideas of realistic aspects, that researchers have applied
the term to a bulk of ideas and analyze that withdraw from those used as a part of scientific
investigations.
Bakker and Schaufeli (2008) examinations demonstrates that researchers utilize "engagement" as
a innovative, sharp mark that wrap conventional ideas, for example, commitment (i.e., the
enthusiastic connection to the institution), continuation commitment (i.e., they want to remain
with the institution), furthermore, extra-role behavior (i.e., optional conduct that advances the
valuable working of the relationship).
13
The past researchers share their views on the subjective experience of work; fall short to catch
the particular value included by the new idea of work engagement. Consequently, the way
professionals consider work engagement approaches as to putting old wine in new containers
(Macey and Schneider, 2008).
Some professionals in business research have even utilized employment features (i.e., job
resources) as measures or pointers of work engagement (Harter, Schmidt, and Hayes, 2002). This
exercise blends references to work conditions with references to subjective experience, which
obstruct research goals. In particular, giving up a reasonable limit between an experience and the
environmental conditions that help that experience anticipates clear investigations of the
relationship between these two ideas.
According to Bakker, Schaufeli, Leiter, & Taris, (2008) studies, in contrast, educational
researchers have characterized work engagement as a special idea. Most researchers agree that
engagement incorporates strength and energy dimensions and recognizable dimensions in the
job. The employees‟ work engagement is significant, mostly concerning with job, condition
relating to satisfaction which is described as the highest level of vitality and solid recognition
with one's work. According to Maslach and Leiter (1997, 2008) employee work engagement as
contradictory to burnout; as engaged and committed employees have feelings of energy and
useful association with their job.
Employee‟s work engagement is believed as the maximum level of employee‟s loyalty where the
worker desires to execute the job by utilizing his/her highest potential for own achievement and
in support of the organization‟s benefit. Schmidt and colleagues, (1993), pioneers in the work
engagement in terms of research writings. According to them, work engagement is the superior
and modern feature of job satisfaction. The most significant definitions of employee work
14
engagement provided by Schmidt and his colleagues (2009) is that they are extremely associated,
strongly and positively committed and completely satisfied with organizational goals. They
combined the classical aspect of job satisfaction and organizational commitment offered by
Mayers and Allen (1991). Several explanations for work engagement are available however the
definition of (Schaufeli and Salanova, 2002) is the most noteworthy as well as widespread. As
they enlighten that the work engagement of employees is “a positive, satisfying, job relating
condition of the brain which is postulated as vigor, dedication, and absorption”. There are three
important directions of employees‟ work engagement which are vigor (very energetic performing
job), dedication (realizing honored while performing substantial involvement toward
organization) last one is absorption (extremely involved during their job, unaware of nothing in
the working area).
There are several researchers in the field of occupational psychology have also found out and
constructed the relationship of work engagement in various organizational surroundings and
environments. Like Hakanen (2006), Schaufeli, Bakker, Martinez, Salanova, & Pinto (2002),
Schaufeli and Bakker (2004), researched educational organizations, whereas Schaufeli, Hallberg
and Johansson, (2007) did it in services region. In the literature of organizational behavior, it has
been illustrated that employees‟ burnout and employees‟ work engagement both are
contradictory or against each other and both are observed plus accomplished in various
institutional backgrounds. The employee‟s work engagement is an association of employee‟s
three intrinsic factors which are dedications, absorptions, and vigor. Some time to work with
maximum levels of energies and mental flexibilities are known is vigor. The term dedication
alludes to being vigorously associated with the employee‟s job and aware of the importance of
their work and handles it with full energy. The word absorption is portrayed by an employee‟s
15
job status when they were entirely concentrated and cheerfully involved in their job. It is
important to be noted that these explanations mainly concentrate on workers' understanding of
work activities, and not the indicators or results of these understandings.
Work Engagement will make a more valuable association as an exclusive developed that
increases the value of the nomological network (Halbesleben and Wheeler, 2008). Schaufeli and
Bakker's research demonstrating that work engagement varies from work contribution and
hierarchical responsibility.
Embeddedness shows the gathering of powers and forces keeping a worker at work (i.e.,
organization networking, fit with the work activity, and sacrifices related to leaving the work).
Their examinations incorporated a sample of 587 workers, their line managers, and their nearest
associates from wide sections of companies and professionals.
Previous studies demonstrated that work engagement and work embeddedness could be
experimentally separated. Significantly, the two factors made an exemplary connotation to
clarifying the difference in work performances (except for embeddedness and manager appraised
performances). Just job embeddedness represents an interesting expectation of employee
turnover intentions. These results remained constant and accurate afterward controlling for the
effects of employee job satisfaction and emotional commitment (Halbesleben and Wheeler,
2008).
Bakker et al. (2012) explore the relations among work engagement with conscientiousness whilst
forecasting job performances, relative performances, in addition to dynamic learning behavior
among 144 chemical industry employees working in different areas. The study's consequences
undoubtedly showed that these behavioral characteristics restrained the relationship between
employee performance and engagement. Shen & Dickers (2008) in their study observed the
16
function of positive behavior in relationships with psychosocial work engagement and
commitment. Some studies have investigated a variety of indicators that manipulate employee‟s
work engagement, such as diversity or generational differences (Park and Gursoy, 2012), race
(Jones and Harter, 2005), and personality (Kim et al.,2009). Though, the majority of these
researches spotlight the first-line workers, while the supervisor‟s work engagement has expected
small empirical consideration. Although there is no uncertainty that first-line workers are
indispensable for successful organizational operations as they openly communicate with clients
and delivers services, the significance of supervisors deserves amplified attention (Grobelna and
Marciszewska, 2013).
2.1.2 Work Engagement and Workaholism
Work Engagement and Workaholism are two separate terminologies. Oates (1971) explains the
resemblance and discrepancy between workaholism and engagement of work; they explain the
workaholism is the condition in which employees are compelled to work continually and
uncontrollable. In contrast, work engaged workers are free from any sort of compulsion,
although they have the compulsion to work. Engaged employees always feel that their workplace
is like a playground, where they work for getting fun and not realize to work under any pressure;
these ideas were supported by an example of research findings of fifteen work engaged
employees (Taris, Peeters, Schaufeli, De Jonge, LeBlanc, & Bakker, 2001). These employees are
hardworking because they preferred it and not on account of they were driven by an internal
force they couldn't help it. Results of two separated Dutch research studies talked noted by Taris
et al (2001) explain that the workaholism (as a measured regarding working in compulsion and
continuously) could be recognized from work engagement. The third attribute of work
17
engagement (absorption) demonstrated remarkable significant effects on workaholism also.
Aside from this cover, it gave the idea that workaholism and job engagement are just associated.
Taris et al (2008) discussed that the reasonable difference amid workaholism and work
engagement was additionally affirmed by assessment of the example of associations between the
two aspects from one viewpoint, and different groups of different ideas on other viewpoint,
though both job engagement and workaholism are portrayed by maximum level of enthusiasm
during duty (as far as the time is given to working and high workload), generally to achieved
satisfied level of workaholism are supported by the absence of employees prosperity
(particularly emotional or physical well-being), and just direct trust in one's own performance.
On the other hand, engaged employees mostly feel satisfaction associated with their work their
lives, report good physical and psychological effects and express that the employees are doing
their job in excellent manners.
2.1. 3 Work Engagement States
Research has, for the most part, conceptualized work engagement as a reasonably stable trend as
outcome of the persistent availability of particular work and organization characteristics
(Schneider and Macey, 2008). However, job engagement for a specific person, there should be
variation in terms of experience especially on a daily weekly or monthly basis. During daily
routine work in certain moments, the employees remain highly engaged with work, for instance
when employee making an essential briefing to another client or experiencing a task which
required or full of new challenges. It is clear and concluded from a diary and experience
sampling research study and explaining that variations in work engagement in workers are
persisted (Sonnentag, 2003).
18
The investigations of Sonnentag, Dormann and Demerouti (2010) strongly supporting the current
subject matter. The previous quantitative study shows that work engagement varying
significantly among employees. Commonly, an individual employee shows thirty to forty (from
30% to 40%) the whole fluctuation daily while 60% to 70% of the whole fluctuation is found
among various employees. These studies further justify the philosophical viewpoints of work
engagement which mainly required a focus on working conditions compulsory to change among
employees particularly for a small duration of time and these fluctuations may be based on
minute to minute, hourly or daily. Sonnentag (2003) distinguish a few advantages relating to an
individual internal viewpoint. In the first place, the inside individual approach takes into
consideration a more critical example of employees' behaviors during work. Employees are not
similarly connected with work over working hours. At certain times (days or weeks) on which
workers believe more enthusiastic, preserve, and devoted compare to other times (days or
weeks). Sonnentag (2003) explained that in these circumstances by evaluating a common level of
job engagement (just like by requesting an employee to give review reports over the earlier
months and giving outline records of their mental conditions), overlooks the significant aspects
of the work engagement. In the second place, the inside individual approach facilitates and
empowers the examinations of origin indicators of work engagement. Sometimes engaged
employees feel that few situational characteristics which must be available on a particular day.
For instance, an employee may think that not just for the most part job environments, for
example, performance appraisal by one's colleagues and boss, besides, a compassionate and
sympathetic remarks or empowering criticism from colleagues or manager on a particular day
raise the employees‟ level of work engagement.
19
Bakker, Schaufeli, Xanthopoulou & Demerouti (2009) conduct a study on the restaurant
employees offering fast-food and discover that there is closure relationship in employees shows
every day changes in the social network has significant effects to increase work engagement and
this notion is also clear from another study conducted on flight stewards in 2008. Likewise, in
some cases, there is an employee-specific situation which leads to rise the level of worker‟s
engagement for a particular time, day or week, together with every day employee‟s optimism,
self-efficacy, and routine recuperation. Similarly, the investigations by Xanthopoulou et al.
(2008, 2009) and Sonnentag (2003) give support and confirmation to this argument. Even though
worker job engagement seems to remain moderately stable over a long time, inspecting the
everyday changes in its main components of energy and devotion can explain its hidden
elements. The degree to which work engagement reacts to natural changes is particularly
important to organization‟s management to develop the extent of work engagement among
employees.
2.1.4 Significance of Employee’s Work Engagement
The significance of employee‟s work engagement progressively has been reviewed as a method
for analysis of workers „commitment and sense of duty regarding their organization and their
employments and as a method for making all the more very powerful working environments
(Towers Perrin 2003, Seijts and Crim 2006; Robinson et al. 2004). Several HR experts utilize
engagement models trying to make the organizations vibrant of making more successful and
productive employees who will transport more remarkable company‟s advantages and enhanced
performance of an organization (Echols 2005; Crabtree 2005; Gubman 2004).
Essentially, the organization responds to this due to the fact they have
got identified the want to spend on labor force to obtain a high level of hard work from their
20
personnel and so that you can create achievement in distinctly competitive international markets.
Echols (2005) described as employees‟ work engagement is a business enterprise‟s degree of
its investment or deal to make improvement and development in the human capital.
In another words, because organizations invest inside the societal factors at working surrounding,
subsequently workers are more probable to be engaged. Of course, studies about has raised that
checks the organization and financial advantages of a dedicated workforce. Echols (2005)
noticed from examinations by the US Gallup Foundation that using engagement activities
revealed higher overall revenues up to 44%, improved workers‟ productivity up to 50% and
client faithfulness improved up to 50%. Then again, Echols (2005) suggested that covering
Survey findings that dis-engaged workers affecting the American economic conditions around
300 Billion dollars every year because of small movement from dis-engaged employees. Also,
Crabtree (2005) noticed that engaged personals are little inclined to experience job stress effects
or reverse physical effects implications identified with work. Various causes have been reported
concerning the maximize job performance determined from engaged workers, noted by the
business experts and does not have the intellectual strictness. Consultants‟ analyses of work
engagement of various employees are not openly accessible for investigation, validity and
legality synthesis through empirical investigations. The important aspects are being careful while
clarifying the measurements introduced by the group of business specialists. However, this
information delineates the involvement and significance of work engagement research to
business‟ firms, workers and national economies too. To handle this, a human factor is the way
to more prominent financial benefits and efficiency and in addition to a more outstanding
consideration of the working of individuals as an organization‟s resources. Similarly, in most
cases the employees also like to be engaged. Seemingly, workers also favor the most ideal
21
connections with their working organizations and they also required to be given the most ideal
working conditions, condition or administration activities in which the feel satisfaction,
experience self-esteemed and think engaged with the organizations‟ environments (Robinson et
al. 2004).
2.1.5 Employees’ Work Engagement Model
Demerouti and Bakker (2008), Salanova and Schaufeli (2007) noted that earlier research studies
revealed that employment resources such as skill variety, performance feedback, learning
opportunities, autonomy, and social support from colleagues and supervisors are positively
correlated with employee engagement. Job resources include organizational social or physical
characteristics of the employment which can: (i) decrease psychological and physiological
employee‟s workload (ii) remain practical towards the accomplishment of target objectives, or
(iii) motivate self-development, increase knowledge, or dedicated for organization improvement
(Bakker & Demerouti, 2007). Hakanen and Roodt (2010) utilize job demand resources (JD-R)
model to forecasts work engagement, which shows that work‟s assets were considered as the
significant forecasters of employees‟ work engagement. Hakanen, Schaufeli, and Ahola (2008)
find out the proof motivational and learning practice continued for three years; organizational
commitment arouses through work engagement which is the consequence of job resources. The
employee‟s basic job requirements like wants competence; relatedness and autonomy are mostly
associated with job‟s resources, and concluding job satisfaction and motivation (Vansteenkiste,
Van den Broeck, Lens & De Witte, 2008). Ruokolainen, Mauno, and Kinnunen (2007) followed
a research study that composes two years' duration, relating to analyzing the employee‟s
engagement and their results among the employees associated with the medical field. Work
engagement could be better predicted through job resources than the job‟s demand. The work
22
engagement best predictors are job control and company based employee‟s self-esteem.
Halbesleben shows the consequences of a meta-analysis of work engagement utilizing distinctive
procedures to make functional the arguments. The results of the study further clarify and
demonstrate that essential indicators of work engagement are social support, performance
feedback, organizational climate and job autonomy.
Sweetman and Luthans (2011) examine why psychological capital, an idea like individual
resources is identified with job engagement. Psychological capital is categorized as a worker‟s
positive psychological condition of development described without anyone else's self-efficacy
optimism, input viability, confidence, expectation, employee‟s flexibility (Luthans, Youssef, and
Avolio, 2007). These qualities encourage job engagement. As Sweetman and Luthans (2011)
statement that optimism plays a vital role in their job performance, those workers who hold a
extraordinary level of optimism expecting triumph whenever faced with challenges during job
duties. Moreover, employees having maximum optimism always credit accomplishment to
themselves, whereas disappointments to external resources, unfavorable working environment
(Seligman, 1998). In this way, confident people finish up progress is something they can imitate
and control. At long last, employees‟ work engagement becomes limited with high demands of
the job and reduces the feelings of control, this can be checked through the effect of the
resources of optimism offering a realization of individual control over the available demands
(Karasek, 1979).
Sweetman and Luthans clarify that optimism is additionally identified with other Psychological
Capital which develops and encourages individuals to consider difficulty to be a test, change
problem into opportunity "trust", put in hours to refine abilities and expertise, drive forward in
discovering answers for obstructions or troublesome issues "strength or resiliency ", look after
23
confidence "capability", bounce back rapidly after mishaps and persevere "flexibility or
resiliency" (Schulman, 1999). Similarly, several studies on psychological capital provide a
strong background for its relationship to various wanted results, including work performance
(Norman, Luthans, Avey, and Avolio, 2007). Figure 2.1 additionally recommends that
employees‟ work engagement is significant and certainly connected with worker‟s job
performances.
Demerouti and Cropanzano (2010) explain many reasons showing why work engaged employee
performance superior to others. One point of view taken by these authors and which holds a
profitable guarantee for future research is the broaden-and-build theory of positive emotions
(Fredrickson, 2001). Likewise, positive and constructive feelings like satisfaction, interest, and
happiness, all offer the ability to expand individuals' transitory thinking or activity collections
and assemble their resources in the course of extending the variety of beliefs and thoughts and
events that ring a bell. For example, happiness broadens resources by making the desire to play
and be imaginative. It clear from the previous studies that a lot of work has been conducted
which confirms the broadening e.g., Branigan and Fredrickson, 2005; Fredrickson and Losada,
2005, Isen, 2000).
Consequently, important and significant influence creates wide and adaptable organizations and
additionally the capacity to incorporate differing materials. Fredrickson (2003) recommends that
positive and constructive emotional feelings likewise a tendency to empower worker
improvement, for example, adapting new aptitudes and propensity and framing good and
working relational connections. Demerouti and Cropanzano (2010) contend that positive emotion
additionally encourages the utilization of agreeable relational strategies and diminish work
environment clashes.
24
Figure 2.1 JD-R model of work engagement (Bakker & Demerouti, 2007, 2008).
It is sure from the past studies and demonstrates that work engagement predicting employee‟s
performance. Halbesleben and Wheeler (2008) concluded from a research study on US
employees‟ belongs to various professions and companies that a positive and significant
association between work engagement and different evaluations (associates and coworkers) of
employees‟ performance. Cropanzano and Demerouti (2010) notice from many findings shows a
positive correlation between employee performance and work engagement. For instance, a
research study by Salanova, M., Agut, S., & Peiró, J. M. (2005) conducted on different
employees‟ working in hotels industries at Spain illustrating a positive connection between
personnel performance and work engagement. Workers from more than one hundred services
providing sections from hoteling industry gave statistics regarding an organization‟s assets,
employee engagement, and supervision atmosphere. Moreover, clients from these sections gave
information about worker performance and client reliability and devotion. Generally, mediation
models were analyzed through structural equation modeling (SEM) which provides consistency
and shows the firm‟s assets and employee engagement expected organization atmosphere, in
contrast, projected worker performance and subsequently client reliability. Xanthopoulou et al.
Job Demands
Work Pressure
Emotional Demands
Mental Demands
Physical Demands
Etc. Performance
In- role Performance
Extra role
Performance
Creativity
Financial Turnover
Etc.
Work Engagement
Vigor
Dedication
Absorption
Job Resources
Autonomy
Performance
Feedback
Social Support
Supervisory
Coaching
Etc.
Personal Resources/
Psychological Capital
Optimism
Self-Efficacy
Resilience
Hope
Etc.
25
(2009) carry out a study in Greece on the workers of fast food hotel industries and found that day
by day stages of employee‟s work engagement as the outcome of daily routine financial returns.
2.1.6 Needs Satisfying Approach
According to Tellengen and Watson (1985) point out that work disengagement and work
engagement are two human behavior aspects. State of mind engagement consolidates thoughts of
excitement and amazement, while disengagement joins, peaceful, tranquil and state of stationary.
The conditions personal disengagement‟ and personal engagement was first time presented by
Kahn (1990) to allude to employees doing their job in working environment. According to Kahn
(1990, 1992) as he presented such types of expressions in the theory extracted from ethnographic
considerations for which the author invested a lot of energy during work environments surveying
which he termed as to employees‟ personal engagement.
To explore work engagement several investigators utilized Tellengen and Watson (1985)
readings which leads to predicting job engagement. According to Buckingham & Coffman
(1999) a study by Gallup Institute in1980 decade presents that worker‟s satisfactions and
commitments are the two outcomes of employee‟s work engagement.
In his study Kahn (1990) observed differentiation between employees individually disengage or
engage during there working time. Kahn (1990) enlightens this by the extent of consciously
dedication and commitment which workers demonstrate in his/her job role. When employee
engaged with their job personally, they are bound cognitively, physiologically and
psychologically to their jobs. Personally engaged employees realize that their working
environment is friendly and cooperative and supportive to illustrate that they are emotionally and
physically allied with their duties, organization and relevant people. Employee low levels of self-
presence ultimately caused employee disengagement, for example a worker turnover jobs. Kahn
26
(1990) pointed out as employees‟ disengagement is mainly related with lack of interest in job
and employee‟s burnout. Disengaged employees have the perception as their nature of job
compelling them, yet not how they know that in ideal world their job role supposed to be done.
Therefore, they are regularly 'automated' in their work duties as reveal by Hochschild (1983) or
resigned at work (Drucker 2006).
According to Kahn (1992) employees‟ psychological presence is improved when employees
demonstrate their loyalty and engagement while performing their duty. Whenever, employees
completely committed and mentally prepared for job, this extends employees contribution and
more prominent interest in the assignment and in the workplace. Kahn (1990) characterized
engagement as far as its passionate, intellectual and physical dimension. He explained that when
employees fully shows psychological presence would convert into emotional and enthusiastic
(emotionally employees ready to engage themselves at work) cognitive (employees cognitively
ready to engaged themselves at work times) along with physically (employees physically ready
to engaged themselves at work place) are the aspects of work engagement.
Figure 2. 2 Engagement based on W. Kahn (1990)
According to Kahn (1990) study in which he compared the experiences and understandings of
individual employee‟s engagement and also disengagement to the notion supported by Oldham
and Hackman (1980) in which portrayed the basic mental conditions of workers; the significance
Psychological Conditions
Psychological Presence
Meaningfulness
Safety
Availability
Emotion
Cognition
Physical
27
of duty and results of based on information of the study. These conditions are basic to the
advancement of satisfaction and motivation. He adjusted this and recognized three mental
conditions or states for work engagement (to be psychologically safe, meaningfulness and
psychological accessibility or availability). He further clarified that 'these three states imitate the
reasons for legitimate and real contracts. Employees‟ consent to contracts includes
understandable and required advantages and protection ensured while employees‟ trust
themselves, to have the means and ways important to satisfy the commitments produced.
Furthermore, sometimes employees‟ behavior is based on their job agreement. The level of
personal engagement will fluctuate as they have some specific opinion of advantages. The three
states (psychological safety, psychological availability, and meaningfulness) all are essential in
the advancement and promotions of workers‟ engagement during their career. All of these
dimensions represent an affective and emotional at the job.
The term meaningfulness has its grounds that individuals will get a satisfactory incentive for
their contribution to the undertaking task. The thought includes having the capacity to give and
get to others and to the actions too. Meaningfulness is mostly composed and affected by
employee work interaction, job tasks, and role characteristics. On the other hand, psychological
safety and security are mainly centered on the social frameworks at the working environment,
and in such conditions employee feel pleasures and safe when they engaged their self.
Employees‟ safety is affected by interpersonal relations, group behaviors, organization
leadership approach and practice and organization‟s standards. For example employees‟
harassment during work will act to bring down mental safety and security and make them less
engaged at work. At last, employees‟ psychological availability is worried about the employees‟
diversions that are confronted while performing their duty and it includes the psychological
28
resources accessible to attach with them at any time. This is especially affected by emotional
energy, physical power, job insecurity and the effect of what is occurring in reality external of
the work atmosphere.
These three psychological conditions affect and show how people keep their self' inline duty and
demonstrate how much they engaged. May et al. (2004) built up a model that showed that every
one of the three mental states is imperative to an employee's levels of work engagement. Figure
2.2 describes a general outline of W. Kahn's (1990) concepts of work engagements, as these
mental states affected through the psychological existence in the direction of cognitions, physical
and emotional dimensions too. They additionally found in harmony with theories presented by
Kahn's and strongly support that employee job or career advancement and employee role and
character fit are significantly and positively correlated with job meaningfulness behavior of the
employees, while compensating and appraising collogues and encouraging managerial
relationships were linked with psychological safety, and individual resources and positively
associated. Thus fundamentally, the Needs-Satisfying approach accept and support such a
working atmosphere where job is demanding or challenging and important, the societal condition
at work is secured, and the availability of the personal resource are ensured, the meaningfulness
desires or requirements are satisfied, psychological availability and psychological safety are
fulfilled and consequently work engagement is probably going to happen.
2.1.7 Work Engagement and Resources
The work engagement model in figure 2.1 demonstrates that employee performance and work
engagement were interconnected with employee job resources. The model recommends that
those workers who are exceedingly engaged with and produce good outcomes better use of
individual resources or mental capital, and additional employment resources such as self-
29
independence, societal help, and job prospects. Further, Schaufeli, Bakker, Salanova, and
Xanthopoulou in their discussion pick up the twist of work engagement and job resources, utilize
three assumptions to compete that job characteristics and job engagement might be equally
related.
Then, many experimental confirmations available which show and support the fundamental
presumption of the Job Demand-Resources‟ model, the availability of an encouraging and the
physical disfigurement procedure. For example, Schaufeli and Taris looked into the
consequences of sixteen cross-sectional investigations from seven nations and inferred that in all
cases fractional impacts of employee burnout and work engagement were noticed, although in 4
studies incomplete rather than full mediation was present. That implies that unusual contact of
demands and resources utilizing eighteen work engagement activities and employee burnout,
likewise an instant impact on results happened. In the end, in thirteen types of research, positive
and significant relationships were established, especially between weaker job resources and
employees‟ exhaustion. Nevertheless, no causal results can be produced using cross-sectional
examinations with the goal that it can't be decided that, for example, great amounts of workers‟
engagement prompt a more great view of resources.
2.1.8 Integrated Theory of Employee Engagement
The authors distinguish among various kinds of work engagements and attempt to set up a
fundamental model of employee work engagement and it has noticed that psychological
conditions of workers‟ influence by job resources and demands, which thus influence
employees‟ work engagement. These authors look to set up the base for potential future
investigations on workers' engagement by structuring an integrated theory. According to the
authors, the work engagement can be categorized into four classes of engagement:
30
Job engagement: The term regularly utilized. In this specific circumstance, it alludes to
all undertakings a worker has.
Tasks/Assignment engagement: Workers have diverse assignments in duty hours and can
have distinctive points of engagement in various undertakings.
Organization‟s engagement: The levels of workers engagement their organizations can be
high or low despite their task engagement.
Groups/Team engagement: workers‟ engagement in team/group may be varied regardless
of them are highly engaged in their individual prime work.
The levels of employees‟ engagement are influenced distinctively by various psychological
states which are i. meaningfulness in work, ii. Meaningfulness at work, iii. Security/Safety and
iv. Availability of psychological resources.
Table 2.1: Job Resources and Job Demands
Job Resources and Job Demands Psychological Condition Engagement Type
Work Task Meaningfulness in Work Work Task
Organizational Interpersonal Meaningfulness at Work Organization
Interpersonal Safety All types of engagement
Interpersonal Task Availability All types of engagement
The researchers utilize the JD-R model to clarify how work resources and demands impact
mental states. The levels and job resources are:
Table 2.1: Resources Level
Resources Level Example
Organizational Career Opportunities
Interpersonal Supervisor and coworker support
Work Participation in decision making and role assignment
Task Performance Feedback
31
The essential suggestions for any firm:
Efficient and effective administration of job resources and job demands are considering
the base to improve job engagement.
If your firm's triumph and prosperity rely upon your workers having a specific sort of
work engagement, ensure that the accessible job resources give the fundamental
psychological situations.
Utilizing the HR practices enables supervisors to distinguish among important employees and
general employees, and gives courses leads to deal with the diverse small and inside groups of
employees working in an organization. The underlying idea is upheld through Purcell et al.
(2009) in which he recommended that the firms required to concentrate on creating Human
Resources policies particular to the different small groups inside the organizations, because
various groups need particular skills so as to build organization an employee's commitment
(Kinnie et al. 2005). A lot of research and discussion exists in the literature which justifies and
supporting the above idea. In the study of Kinnie et al. (2005) where they express as significant
trouble of adjusting Human Resource functions implementation among workers small groups
relative to the organization's policy is the problem of social legitimacy. Purcell & Boxall (2008)
define social legitimacy is the impartial, ethical and lawful behavior of all employees in an
organization.
The impartial behavior of workers is broken if a few labors dealt with diversely with other
workers. Snell and Lepak (1999 & 2007) stress that the workers acquire whatever they require,
in light of the fact that they are dealt with as exclusive so accordingly customized to the
necessities of the employees. However, human resources managers remain an influential method
for conveying the firm‟s objectives in the course of the discrepancy improvement of Human
32
Resources. The use of discretionary effort shows employees‟ involvement and commitment to
organizations. Barlingand Kelloway (2000) recommended that workers ought to be viewed as the
backbone in the company. This is on account of they have a significant effect on the 'when and
how' they bring including the effect of the discharge their understanding and skills. Workers
decide and manage their level of investments. In the event that they don't trust that the hard work
is justified regardless of their energy they will pull back their investments).
The researchers noticed that the 'rate of return' on a worker's investments of learning and skills
are observed as an improved level of dedication and contribution to their duty. This implies that
engaged workers will probably utilize more discretionary efforts. Drucker (1999) announced that
because of the inconstancy of the required contribution to the business firm, the 'efficiency of
skilled employees is the greatest test in the 21st century'. The HR experts are trying to
distinguishing the different subgroups inside the organizations and deciding their loftiness and
connection with HR procedure and strategy. As a result of the complexity of human powers,
employees‟ work engagement of people as an organization asset which should fundamentally be
viewed as unique in relation to the tangible and intangible assets in the structure.
2.1.9 Towers Perrin Model
According to Towers Perrin (2008), a human resource consultancy service providing proficient
and expert services to organizations to support and rising‟ performances with the help of
knowledgeable workers, risks and balance utilization of financial assets. Similarly, Towers
Perrin's study also supporting the notions of work engagement through the development of 9
items scale that deals with the level of employees‟ work engagement and employees‟ work dis-
engagement. The work engagement was characterized as the degree of 'discretional efforts'
which makes the employee engaged in their work activities (Towers Perrin, 2003). Further, an
33
engaged worker will show extra efforts or hard work on the organizations‟ side without any
desire of remuneration or acknowledgment; shoulder much more regardless of their prime
routine tasks.
The studies of HR consultants Towers Perrin (2003 & 2006) show that distinguish among
normal patience or survival and the feeling of a worker engaged sufficiently only for the firm,
and employees‟ work engagement is it would need the worker investing additional discretional
powers. The report of Towers Perrin (2006) contends that in much focused worldwide economies
workers are the final and important resource that could be used for organization. Adding to this,
the survival of the organizations in the global competitive market would be only possible when
an organization invests only for their human resources. As discuss in previous sections that in the
prevailing business environment many organizations make an investment on humane assets and
individuals are the rout to extended organizations‟ efficiency and turn into a vital concentration
for business. In this way employees performing at the degree of normal continuance, don't give
the advantages that an engaged and committed employee could capable to show competitive
business firm.
Towers Perrin (2003 & 2006) further describes as this harmony among worker‟s engagement and
rational endurance has been compared to a duality in light of the rational and emotional
components. The duality of rational and emotional is the blend of having the willpower to
present discretional efforts and the means and manners, the abilities, assets, help, and
apparatuses from the firm to take care of business. The psychological aspects of work
engagement are what envelop the individual emotions from their work activity. The directions of
normal engagement suggest that employee‟s work engagement with their firm in the direction of
the achievements of its objectives and know what are the essential duties upholds as an employee
34
of the firm. Workers who look for outside employment decisions show their absence of being
sincerely connected with the association given they are probably going to take their abilities
somewhere else. These thoughts of worker‟s engagement are introduced in figure 2.3. As
indicated by Towers Perrin (2003) the success of an organization depends on the employees‟
engagement in their work and it is considered as an imperative and essential key resource for the
organization. The thoughts regarding work engagement agree with the Gallup study in regards to
the advantages of an engaged employee, showing reliability and consistency between these
commitments in the below figure 2.3.
Figure 2. 3 Employee Engagement Conceptualization by Towers Perrin
2.1.10 Contribution of International Survey Research
Before hiring by Towers Perrin, the consultancy services of International Survey Research (ISR),
the main concentrated on the improvement and execution of studies coordinated at employees,
clients, and supervisors. The key reasoning is the distinguishing of individuals as the most
imperative company‟s resource and the studies that are created help senior supervisors in
creating and upgrading their human component (ISR, 2008). Work Engagement is the real one
manner by which to improve human capital. According to ISR worker engagement as 'how much
Employee Work Engagement
Rational Engagement
Working toward organizational goals
Emotional Engagement
Personal feelings about one‟s job
The Will -
Discretionary effort
The Way -
The Resources
35
workers help their organization' main goal and qualities, experience a feeling of satisfaction in
performing there, reason to keep on, and are eager to apply additional efforts and hard work (ISR
2004a, 2004b, 2004c). This explanation envelops intellectual or cognitive, affective or emotional
and behavioral segments; the capacity to 'think, feel and act'. As indicated by the International
Survey Research, the cognitive segment of engagement gives the explanation to 'think', which is
the acknowledgment of the qualities as well as the objectives of organization. The emotional
element of engagement, marked 'feel', is the emotional association with the firm.
This association is characterized by the feeling of arrogance, affection and affiliation and feeling
of association with business firms observed by workers. The last part is the behavioral segment
which ISR name as 'act'. The word „act‟ has two features: extra efforts also, 'remain in an
organization'. Extra efforts are built up when the worker invests additional energy and work
beyond the limit‟ for the advantages of the firm. Stay alludes to when workers plan to remain
with the organization. As per International Survey Research, each of these segments must be
available for a worker to be completely engaged with, even though they may change in levels.
Figure 2.4 Conceptualization of employee Engagement according to ISR
This is fundamental for the maintained advantages for the organizations. International Survey
Research (2004b) study shows that organization profitability and employee engagement have
significantly associated with each other‟s.
ENGAGEMENT
Think
Feel
Act
Think
Stay
36
The study of ISR shows that based on work engagement various states employees can be
classified or categorized differently. These groupings involve: fully disengaged, satisfied, fully
engaged and behaviorally disengaged (ISR 2004a). At the time of utilization, these explanations
some variability also noted, such as, according to International Survey Research (2004a) report
alluded to the fourth-order (behaviorally disengage) as 'less dedicated'. The two terms referred to
the behavioral act to stay segment of employees‟ work engagement and concentration on
workers searching for chances to leave the organization. The connection in work engagement
and commitment is very solid inside the research; Corporate Leadership Council is relevant to
dimensions of worker‟s commitment. Another example, the complacent workers referred to like
retired on the job‟ with an end goal to depict those workers who do just what is requisite (ISR
2004b & Greenfield 2004). Regardless of irregularity in terms, the idea of extra effort element of
employees‟ work engagement, where workers are not ready to invest the additional energy for
the improvement and goodwill of the firms is alike that recognized with (Gopal 2006; Crabtree
2005) Gallup research of 'not engaged in' workers who do just what is required at work. Kahn
(1990) anticipated that the „think, feel and act‟ segments of the International Survey Research
draw a few connections and correlation with the conceptualization of work engagement.
Figure 2.5 Corporate Leadership Council Conceptualization of Work Engagement
Employee Work Engagement
Emotional
Commitment
Rational
Commitment
Performance and
Retention
Discretionary Effort
Intention to Stay
37
The Towers Perrin (2003, 2006) studies incorporated on the scale of 9 items to quantify
employees‟ work engagement. Analyzing a huge data, it has been observed and noticed that
outcomes show in a worldwide investigation of work engagement as Mexico has maximum level
of work engagement of 40 % exceptionally, while Japan exhibited the least degree of
engagement of 6 %. Gopal (2006) also explain that all Asian nations which have levels of single-
digit work engagement and which predictable from Gallup survey outcomes for Singapore that
likewise had moderately small level of employees; work engagement.
In the same way, the International Survey Research has revealed engagement dimensions given 8
items work engagement scale utilizing a large data, based on a low level of demographic
investigation of the sample group. According to the ISR (2004b), Canadian research discovered
37% of the sample were engaged among the total population were 158,000 (N = 158,000). In this
regard, (ISR 2004a) work point out that proportionally an American study shows 47% of an
employee were noticed engaged from 30,000 number of employees (N = 30,000). In the
international study the International Survey Research (2004c) discover that the Brazil and
America has largest amounts of work engagement, both nations have 75 % of the employees
were engaged and the least amount 59 % belongs to France.
The conclusions inside in the International Survey Research reports uncover various
irregularities in the work engagement statistics. In general, the commitment to work engagement
from the different orders investigated such as administration, psychology, and research experts;
have all affected the developing comprehension of work engagement. On the other hand, in
several challenging circumstances and model of work engagement presenting ambiguity. Several
variations have been noted from the findings of various investigations that concentrate on work
engagement as a condition, which explores the incident/event as something that occurs to
38
employees at the time when individual completely engaged, while other contributions
concentrate on work engagement which is consider as employees‟ behaviors. The idea of
engagement has developed in response to many contributions to enhance employee effectiveness
at work.
2.2 Emotional Exhaustion
Arlie Hochschild (1983), a sociologist first used the idea of Emotional exhaustion, to investigate
the occupations of airplane‟s crew and cash collecting staff and characterized as ''the efforts,
planning, and control required to articulate emotions throughout interpersonal communication
exchanges in organizations'' (Morris and Feldman, 1996). As indicated by Ashforth and
Humphrey (1993), ''emotional exhaustion is double edge sword''. Generally, emotional
exhaustion can serve to encourage tasks usefulness by giving the employees a way to manage
what is frequently energetic, vibrant and developing relations and along these lines give the
employee a feeling of expanded self-effectiveness. Further, ''emotional exhaustion creates links
with clients more reliable and enables the employees to keep up the goals and psychological
harmony by subjectively separating herself/himself from the concerned emotions. Emotional
exhaustion also encourages self-communication by empowering the employees to ''venture in
any event a segment of the 'valid self' into the order'' (Ashforth and Humphrey, 1993).
Employment burnout has been measured as a kind of job stress, which is uni-directional (Cordes
and Daugherty, 1993). Interestingly, Maslach and Jackson (1981), who built up the Maslach
Burnout Inventory (MBI) procedure, which is the most broadly known instrument used to gauge
job burnout (Maslach et al., 2001), declare that job burnout is a multi-directional edifice that
comprises of three particular segments: emotional exhaustion, depersonalizations, and decreased
individual accomplishments. They characterized job burnout as "a disorder of emotional
39
exhaustion and cynicism or disbelief that happens rottenly among people who do 'any sort of
human work" (Masland and Jackson, 1981: 99). As clear from the past studies that work burnout
took place where human services were offered, on these grounds Maslach and Jackson (1981,
1986) explain that work burnout happens just in the human services providing atmosphere.
H11: There is positive a significant association between emotional exhaustion and turnover
intentions.
Emotional exhaustion or burnout is acknowledged as a potential risk for different individuals
situated occupations, for example, social administration and academia (Mashlach, 1976; Maslach
and Goldberg, 1998). Several studies have been conducted on employees working in educational
institutions and services industry (Cordes and Daugherty, 1993). Vallen (1993) learned about
burnout and organization atmosphere and therefore found a solid association between burnout
among the employees of the hotel's industry and particular organization qualities. Specifically,
the hospitality industry that creates workers doubt, shows a relative control on the workers, and
doesn't empowering collaborative work, was noticed to generate considerably more burnout
among employees.
Numerous analysts have concurred that emotional exhaustion is the main phase of the 'burnout
disorder' (Cordes and Dougherty, 1993; Gaines and Jermier, 1983). Emotional exhaustion
alludes to an absence of energies and an inclination that one's emotional assets are spent on
account of extreme psychological requirements (Maslach, 1993). Additionally Gaines and
Jermier (1983), who expressed that emotional exhaustion is identified with a decrease of
emotional assets, and includes sentiments of weakness, being 'spent,' and dissatisfaction.
The occurrence of emotionally exhaustion or burnout come forward as a foremost societal
problem in America during the 1970s, and its significance has developed extensively in the last
40
three decades. Maslach and Jackson (1981) define emotional exhaustion the situation when the
workers no longer feel capable of providing themselves at a psychological level. They
experience fatigue and their mental powers were exhausted, whenever these thoughts become
regular, lengthy as well as permanent. Then employees are considering as exhausted emotionally
and this condition is generally realized in organizations particularly in services organizations.
Some explanations focused on a single one while others mentioned multiple dimensions. The
aspect on which there was the most agreement is exhaustion. Three facet of the burnout
syndrome; Emotional Exhaustion (loss of energy, wearing out, debilitation, tiredness, and
exhaustion), Depersonalization (negative or unsuitable approach toward customers, pulling out,
loss of idealism, and irritability) and Personal Accomplishment (low self-esteem, low morale,
negative response toward oneself and one‟s personal accomplishments, an inability to cope
disparity, and decreased efficiency or capacity).
H12: There is positive and significant association between cynicism and turnover intentions.
In working environment when employees feel drained of energy and vitality, they don‟t
understand what to do further, employees' attitude is become embraced and cynical, and making
hard jokes about one's who turns into an approach to separate oneself from an irresistible
circumstance. Though, as human work is affectionate and supporting, cynic behavior would lead
to minimizing the employees‟ job achievements, the worker disappointed with their particular
commitment at the job. This clarification of the burnout is one of hypothetical, organized models
(as the structural model', Leiter, 1993 and Maslach, and Leiter, 1988) shows the connection
between the three directions. Additionally, there are other examples just like Golembiewski and
Munzenrider's (1988) hip-hop model, although this model is extremely confused and hard to test
experimentally. In this regard, the Maslach and Leiter (1988) recommended structural has gotten
41
a little support empirically (Söderfeldt, 1997Leiter, 1993) finally steer understandings of
workers‟ burnout in different dimensions.
Utilizing Maslach and Leiter's (1997) conceptual model of employees‟ work engagement, in his
study Schaufeli (2002) moved toward employees‟ work engagement like phenomena and
characterized that as "a satisfying and positive work-related condition of individual worker
which can be defined by dedication, absorption and vigor. These researchers explain that
employees‟ burnout and employees‟ work engagement are considered as contradictory, however
not bipolar twins, they are various conditions of employees at work. The studies of Gonzalez
Roma, Schaufeli, Lloret and Bakker (2005) have recognized two bipolar directions (dedication -
cynicism, vigor - exhaustions) that show the structure of burnout and employees‟ work
engagement. Further, it was explaining the Schaufeli et al (2002) and Maslach and Leiter's
(1997) points of view are drawing closer, at any cost hypothetically. Although, as clearly
Schaufeli as well as associates put hard work into building up a mechanism for experimental
evaluation of employees‟ work engagement, encouraging observational research studies for
analysis and testing hypothetical presumptions that explain that what are the reasons work
engagement (rather than what are the reasons of employees‟ burnout) and exactly how burnout
and employees‟ work engagement are interrelated as build and develops.
2.2.1 Emotional Exhaustion Supporting Theories
2.2.2 Need Theory
The main effort to categorize needs was finished by Murray (1938) and Fey (2005) who recorded
20 needs that clarified the conduct of a person in work circumstances. Later Abraham Maslow
(1954) built up an obvious progressive classifications of all needs that guided individual conduct
and behavior; (i) Physiological needs; needs for water, air, food, and shelter, (ii) Safety needs;
42
need to believe protected and secure from possible shades of malice, (iii) Social needs; need of
loved and belongingness, (iv) Esteem needs; need to feel effective and respected by others, and
(v) Self- actualization needs; the wants to become all that one is capable of becoming. The
fundamental thought of Maslow's theory is that lower-level needs should be fulfilled before
larger needs turn into the critical stimulating component. Maslow's chain of command of needs
has been criticized by a few scientists for being too closely classified to recognize it hard the
levels of needs. In this manner numerous later scientists adjusted Maslow's needs chain of
importance, for example, Alderfer (1969) and McClelland (1961).
Various research investigations observed that Maslow's needs pyramids to be comparable, even
though not the same, in various nations, for example, Peru (Stephens, Kedia, and Ezell, 1979),
India (Jaggi, 1979), and in gulf too. Likewise, Hofstede (1980) realistically challenge that
Maslow's needs chain was not all around pertinent crosswise over societies because of variations
in national culture crosswise over the nations. Additionally, a few investigations have given
confirmation which rejects the global applicability of Maslow's needs theory crosswise over
national societies in various nations (Kaungo and Mendonca, 1994; Blunt and Jones, 1992; and
Tayeb, 1988). Although, Steers and Sanchez-Runde (2002) introduced that while some
achievements have been made in analyzing needs theories of motivation and inspiration in the
global environment, critical issues still present. For instance, they noticed that the majority of the
reach has concentrated on upper levels' needs (e.g., accomplishment and self-actualization).
However, a great part of the total population of the globe, particularly those individuals living in
progressive nations are well on the way to remain principally worried about attempting to fulfill
bring down level needs like wellbeing and security.
43
2.2.3 Goal Theory and Feedback Theory
In the 1980s decade, personnel management theories particularly theory of motivation is mainly
concentrated on the significance of defining objectives for workers (Locke and Latham, 1990).
Goal Setting Theory explains that people feel more inspired and motivated if they have an
opportunity to work with explicit goals and objectives, for example, a sales goal to achieve.
Several investigations help to reveal that individuals working passionately when they have
particular and challenging goals and objectives while working for organization growth and
development (Bolt and Latham, 1990). Correspondingly to supporting theories, the huge
quantities of researches have been conducted in America; the goal theory was also conducted in
global setting (Erez, 1986).
It is very important for a worker to know the feedback and goals of the task what he is doing
because it illuminate the worker performance. Generally, the feedback took place before and
after the conduct occurred whereas goals are typically set earlier and action is started. Feedback
is a set of data with the motivation behind directing the person in different circumstances.
Feedback is known both by the job itself and by other individuals, for example, a manager or a
co-worker (Lawler, 1973). Numerous studies such as (Asford, 1986; Bandura and Cervone,
1983; Taylor, 1984) have demonstrated a positive relationship amongst feedback and motivation
in work settings. Hackman and Oldham‟s (1980) Job Characteristic Model, feedback additionally
has a positive impact on employees; motivation. Several investigations illustrated that the degree
of feedback has differed crosswise over societies. Welsh (1993) exhibited that positive feedback
(compliments and acknowledgment for good activities) can prompt to expand employees‟
performances amongst Russian company laborers.
44
Feedback is mainly concerned with organizational structure and with a chain of command along
with and obligations. It has been observed that generally, a high-level power gap suggests that
subordinate is probably going to acknowledge comprehensible feedback that causes them to
realize what is projected, though it is probably not going to be acknowledged in a low-level
power gap. Interestingly, in compliment societies, where job liabilities are increased among all
employees, feedback does not supposed to have significant aspects as in various high- low
leveled societies, where lower-level employees achieve authority by methods for endorsement
from bosses. Goal-setting and feedback theories are responsible to cover and decrease the gap
uncertainty. Employees‟ fearing uncertainty needs regular evidence that their activities are legal
and lawful. This can be accomplished either by accepting comprehensive goals or by getting
regular definite feedback (Fey, 2005).
2.2.4 Equity Theory
Several research studies reveal that an employee's job motivation is influenced by how one sees
oneself be dealt with by associates, bosses, and other individuals in the workplace. The
significant contrast between equity theory and need theories, proposed by Alderfer (1969) and
Maslow (1954), is that the last clarify job motivation by investigating the conditions of every
individual separately, whereas equity theory highlights relative circumstances inside groups.
Equity theory explains that employees‟ motivation can be increased if the individual conviction
that they will get reasonable and equal behavior regarding others. In equity theory, the main
significant and critical point is perception, not reality. Employee motivation will not be decline
whenever they face unfair treatment, other than when the individual has the perceptions that he is
unfairly treated.
45
Adams (1976) is the main researcher who proposed equity theory and expressed that people
match themselves ceaselessly with their colleagues. This assessment is managed by checking
how worker input such as (efforts, training, education, reliability) to the organization is
compensated as output (cash, travel, excursion, vocation, etc.).When an employee realizes that
he is compensated less according to his energy or input he spent in his work, as their companions
rewarded, he will be unmotivated unless the inequity is settled. There are a few approaches to
determine this disparity and inequity, for example, to increase the individual monthly salary, or
to reduce the individual workload. This may help the worker to realize that they are comparing
themselves with the wrong employees. As it were, it may be likely to clarify that why different
people earn more salary. Moreover, perceived justice is related to a few organizations‟ results,
for example, job satisfaction and job performance (Conlon Colquitt, Watchman, and Ng,
Wesson, 2001). Workers can measure and evaluate their appreciation and benefits with their
rivals, which may essentially impact their job satisfaction (Kim, Leong, and Lee, 2005).
There are numerous research experts, who believe that important and basic standards of equity
theory exist an America. In the western environment, yet there is small support for the way that
equity guidelines work all around in various societies (Hofstede, 1980). Consequences of equity
theory are not generally predictable in numerous nations, for example, Korea (Chung, Lee, and
Jung, 1997) and Yuchtman (1972). Also, Fay (2005) examined the employee motivation inter-
culture societies such as between Russian and Swedish supervisors explore that Swedish
supervisors are profoundly motivated and energetic by supposed equity with their associates
concerning the proportion of input they apply and output they acquire. Interestingly, for
Russians, equity is less important because of inequity history. In this way, the overview of equity
theory has still been criticizing (Hatfield, Husman and Miles, 1987).
46
2.3 Cynicism
2.3.1 Cynicism’s Origins
Historically, according to Jordan Foley (2015) explain that cynicism is primarily related to
Antisthenes, Diogenes of Sinope, and the Cynic community of prehistoric Greece and royally
Rome. The roots of cynicism come from the Greek word cynic which means dog-like (Goulet-
Cazeand Branham, 1996). The background of the word dog-likee originates from the strongly
established cross-social sect of cynicism in light of a refusal of societal principle and clear
confirmation of more common and insignificant types of livelihood. Also, particularly, the
references having similarities to dog-like depend on perception narrated by the old Greeks about
Diogenes' who have uncivilized and non-human behaviors (Shea, 2010). In the old day‟s cynic,
people did not just hold negative convictions towards public leaders and political organizations;
they outrageously communicated those negative convictions.
David Mazella (2007) starts with these Greek causes and outlines thy development of the word
utilizes all through olden times. As it clear from old Roman and Greek cycles of cynical
performance oscillate the definition of the common terminology cynicism held unequivocal
relation to its philosophical basis through the sixteenth, seventeenth, and eighteenth century,
Toward the start of the nineteenth century, on the other hand, the word started to go up against
profoundly new definitions. David Mazella (2007) notified this progress is the
"vernacularization" of cynicism. Mazella (2007) stresses that cynicism noticeably separated from
its more radical basis, and started to wind up translated as a state of doubt in other individuals.
The idea of cynicism in light of "cynic" whose beginning is situated in antiquated Greek history,
originating from around 500 BC both as a state of mind and state of lifestyle (Brandes, 1997;
Mantere and Martinsuo, 2001; Metzger, 2004). The idea of cynicism is the subject matter is the
47
collection of information inside the social sciences, for example, religion (Hançerlioğlu, 1993),
philosophy (Ulaş, 2002), political sciences (Schyns and Koop, 2007), sociology (Goldner, Ritti,
& Ference, 1977), (psychology (Shoeless, Avoid, Peterson, Dahlstrom, and Williams, 1989), and
organization.
The second element of burnout is cynicism, which assured the increase of emotional exhaustion.
According to Albrecht (2002) and Abraham (2000) the employees‟ burnout dimension cynicism
as a psychological reaction to employees‟ doubts about the integrity of the organization.
Cynicism has been defined by Demerouti (2002) as an employee‟s detachment from work, while,
According to Maslach (2001) cynicism is employee focused whichever in business industry or
government and detachment are based on work. Cynicism mainly refers to when employees
think that their job is meaningfulness and employee‟s lack of interest in their job. Araten-
Bergman (2016), noticed that when a colleague fails to congregate one or more of their
responsibility towards a colleague worker then this emotional deal is violated, thus leading to
worker‟s cynicism. This contravention can have severe costs in terms of employee‟s feelings
toward work and behaviors including the intention to leave or turnover. According to MBI-GS
(1996) pointing the notion that three more general burnout aspects which are respectively known
as job exhaustion, cynicism and professional efficacy, based one emotional exhaustion, personal
accomplishment and depersonalization. Results show that all cynicism and emotional exhaustion
objects are negatively related, while overall professional efficacy objects are positively related.
According to Gonzalez Roma et al. (2006) studies shows that employee‟s exhaustion, vigor,
cynicism and dedication are bipolar directions, which are recognized as energy and detection
measurement respectively.
48
Work engagement was not just firmly and negatively associated with job burnout (characterized
as cynicism and emotional exhaustion) Besides it is also connected strongly and adversely with a
scope of physically related factors (e.g. sleeps disturbances, mental and somatic distress).
Besides, work engagement was e positively and strongly related to work resources, rousing the
researcher to presume that it can be characterized as 'optimal functioning‟ at work and
incorporate both physical and motivational viewpoints. Maslach (1986) depicts that how workers
beginning as optimistic, engaged in and excited gradually transform into exhausted, disillusioned
and disappointed, individuals under pressure battling with sentiments of individual
disappointment and failure. At first, Maslach (1982; 1985) it was predicted that three aspects of
employee‟s burnout as they seem with worker‟s emotional exhaustion arise from mental
wearisome and dealing with the nervousness of the patients suffering from cancer, worrying
students or convicted criminals who consume their powers and abilities or feel drain from the
supporting staff who performing such type tasks.
H13: There is negative and significant association between emotional exhaustion and work
engagement.
Sometimes the objectives of the organization delay because employees do not take interest in
their primary work due to the emotional exhaustion and when these sorts of feelings remain for a
long time; its consequences turn into drastically. According to Halbesleben et al. (2010), there
are many researchers and scholars committed that “employee‟s emotional exhaustion becomes a
significant part relating to burnout”. To measure the different aspects of job burnout, Demerouti
et al., (2005) used the “Oldenburg Burnout Inventory survey” and noted that persistent
psychological worries are associated with exhaustion and not related to “emotional exhaustion”,
although the measures are quite same. Furthermore, Demerouti (2004) and Bakker et al. (2005)
49
also used the “Maslach Burnout Inventory General Survey” (MBI-GS) scale to measure the level
of burnout “emotional exhaustion”.
H14: There is negative and significant association between cynicism and work engagement.
Nowadays the effects of employees‟ cynicism prevailing almost in all types of organization and
every organization„s noticed the problem arising due to cynicism. An academic institution like
universities was highly qualified and intelligent people working also suffered from cynicism
problem. Academic organizations will probably encounter cynicism among their employees
when organization educational environment start to fall, when educationists' advantages are
given more significance to the professional idealism (Qian and Daniels, 2008 and Ramaley,
2002) when job duties enlarged (Bok, 2003) and when work is essentially more skewed to
cynicism. Sometimes both the working style and working environment and an addition to the
well-recognized terms/expressions as a trademark to maximize the reason employees‟ cynicism
(Birnbaum, 2000; Kanter and Mirvis 1989; Ramaley, 2002). In addition, cynicism in research-
oriented associations is negatively associated with institutions good well, commitment, and
organization‟s citizenship behavior, while it is positively associated with the turnover intentions
and impression of infidelity and disloyalty (Taylor, 2012, Külekçi, Özgan and Özkan, 2012,
Bedian, 2007; Barnes, 2010; Kutanis and Çetinel, 2009).
The universities are the type of organization where institutional support is required for everyone
(Dee, 1999). If when organizational help isn't given adequately by a university or its
stakeholders, its educators will probably show negative practices toward the organization for
which they hired. In research work, there are relation between organizational politics and
organizational cynicism, perceived organizational support, organizational commitment, job
satisfaction, alienation, organizational stress, organizational justice, performance, emotional
50
contract defilement, organizational citizenship behavior and emotional burnout (Tokgöz, 2011,
Brandes, Byrne and Hochwarter, 2007, Brandes, Bruch, and Vogel, 2006; Cartwright and
Holmes, 2006; Cole, James, 2005; Treadway et al., 2004; Das, and Hadeni, 2006; 1997). In the
organization's point of view, Niderhoffer (1967) was most likely the pioneer researcher and
specialist who considered and estimated cynicism and its effects in an organizations‟
environment. He studies security personnel especially police cops and found the part of cynicism
which was named as professional cynicism by Dignitary et.al. (1998). after that most analysts
proceeded with this point of view and concluded that a significant level of labors working in the
USA was exceedingly cynical about their companies and associations (Kanter and Mirvis, 1989;
Reichers, Wanous, Austin, 1997).
2.3.2 Cynicism’s Supporting Theories
2.3.2.1 Psychological Contract Theory
Argyris (1960) was the first one who introduced this concept of “the emotional agreement” to
clarify the mutual relations between organizations and workers. Although this association remain
under the discussion commonly in this social exchange theory. In 1980 decade‟s a lot number of
turnout dramatically affects the various aspects of social exchange concerning workers. In this
scenario, the organizations were compelled to think that how to manage their employees,
whether to reduce the cost or to strengthening the new organization policy, to be in survived in
these types of circumstances, the organization has the choice to sacrifice the relations with their
workers. These kinds of situations create a lot of anger and irritation among workers which was
broadly synthesized by Rousseau (20019, 1997, 1996, 1995, & 1998). Rouseau (1989)
recommended that the idea of relationship amongst workers and organizations significantly
changed as workers never again need to have a long time relationship with employers, rather
51
they need it to be value-based (given exchanges e.g. pay and so forth) which changed the idea of
conventional job relation. Workers are now socialized and do not hope that their employer will
provide better opportunities for their careers‟ security, they are themselves aware of the fact that
their career development only depends on this contribution towards organizational goals and
commitment with their jobs. An essential part of psychological contract theory which underpins
the investigation of the organization‟s cynicism is the idea of a break of the psychological
contract between employees and employers. Morrison and Robinson (1997) trust that break
happens when associations guarantees with no goal to satisfy them as circumstances to maintain
the organization to keep the guarantees or occasionally association considers that it is satisfying
guarantees however workers feel something else. At the point when workers consider that
association isn't satisfying its commitments, this produces a sentiment of dissatisfaction usually
termed to as organizational cynicism (Senior member et al., 1998).
2.3.2.2 Frustration-Aggression Theory Introduced by Dollard et al. (1939), the frustration-aggression theory recommends that
dissatisfaction and frustration bring about forceful and aggressive conduct. The aggressive
behavior showed that it relies upon the chastisement and punishment related to this conduct. In
the event when the employee has the possibility that there are no odds of being noticed or caught,
he can enjoy these fierce practices, generally, dissatisfaction and frustration bring about negative
results which are commonly psychological in working environments.
At the point when this hypothesis was connected with-in a working environment, various
negative and insignificant behaviors and unproductive and ineffective working environment
practices were related to frustrations and disappointment. Spector (1978) stressed that
frustrations and dissatisfaction in the work environment can prompt negative feelings and
52
working environment practices. Later on, Fox and Specter (1999) utilized particular organization
components like employee training, organizations‟ assets and rules and regulations to set up that
if these exercises are not overseen legitimately, it can come about into frustrations and
dissatisfaction.
Aside from different examinations, the underlying foundations of organizations cynicism are
implanted in frustration-aggression theory. While considering the definition of an organization‟s
cynicism, it is an indispensable and important portion of this definition. These frustrations arouse
because of worker‟s perceptions or genuine encounter of some negative working environment
activities. As clarified in this theory, the worker can respond in various behaviors and conducts
because of these frustrations and dissatisfactions, a common term in the research literature as to
the organization‟s cynicism or employees‟ cynicism.
2.4 Turnover Intentions
It has been notice that an individual attitude to leave the organization might be considered as a
psychological reaction to a particular organization‟s circumstances which indicates employee
withdrawal behaviors from organization ranging from carelessness to the real conduct to quit
(Kraut, 1975). In the academic institutions, there are few examples which show that employee
turnover (intentional and unintentional) differ according to the structure of the organization.
Intentional turnover was characterized as “intentional and willfully leaving or resigning by the
worker” (Pizam& Thornburg, 2000). As per the Human Resource Management practice and
opinions, Pizam and Thornburg (2000) investigates that employee‟s salary and other benefits
play an important role in voluntary turnover rates, along with job satisfaction, organizational
environment and topmost the employee relation with colleagues and with organization in
addition whether his / her pre-employment expectations are fulfilled. Reasonably significant
53
features incorporated length of services, employee performances, intrinsic motivation, workload,
and job security, employment status (a contract or permanent). Employee age is also
acknowledged as a vital contributor to employee job quitting. Consequently, the organizations
need to be aware of the worker‟s intentions of leaving and internal motivational factors in views
to decrease employee turnover ratios. Many studies revealed that emotional exhaustion is
positively associated with employee intention to leave (Sager, 1990; Ingram & Kuen, 1990). It
clarifies that higher levels of emotional exhaustion compel employees to willfully search for
another, which leads to employee‟s intention to quit the organization.
The demand for skilled labor has been significantly increased from the last couple of decades
due the globalization, diversity, emergence of information and communication technology,
organizations now required special attention to retain the productive employees at any cost, to
cope with turnover intention. Matz et al., (2014) characterize the turnover intent as the
intentional willfulness tenacity to quite an organization. According to Mobley and Price (1977),
the employee willingly quitting or resigning from an organization is called turnover, whereas an
worker plan to quit or resign the organization voluntarily refers to turnover intentions (Layne,
2001). The study of Winterton (2012) emphasis that generally workers quit their organizations
because of retirement, firing or intentional resignation. Besides all these facts, retirement from
job and removal from the office or firing an employee are in the organization side, while
employee‟s resignation show the employee‟s willingness that they are not any more comfortable
or interested here. Generally, employee decision of leaving the organizations happened whenever
the individual find a job in another organization or somewhere else. Kim & Stoner (2008)
explain that turnover occurs when the worker separates himself from the current job. The most
significant matter is to recognize the job associated surroundings which compel individuals to
54
leave their jobs. The most common discussion on employee turnover intentions is availing sound
chances in different organizations or worker‟s disappointment and dissatisfaction from their
present organizations. The claim of Ilmakunnas et al., (2012) adds to the discussion that
occasionally an organization‟s production may boost due to employee‟s turnover because when a
new experienced employee is engaged and organization performance may be increased by
utilizing the new and experienced employee‟s skill, knowledge and capabilities. Huang, (2016)
argued in his study that intention to leave percentage shall be measured from the available data
after a few months later. The results of these analysis forecasts that pleasurable working
atmosphere has relations with the employee‟s satisfaction and employee turnover level which is
supported by the social exchange theory. Safe and secure working environment act as a
mediating variable among employee‟s satisfaction and turnover intentions in the America.
Myers and Johnson (2004) noticed that relationships among employees inside the organization
are a vital factor to increase the organizational effectiveness and efficiency and the organization
social process are closely related to achieve optimum level of organization objectives and
employees strongly committed to organizations „outcome, just like maximizing the level of
productions, employee job satisfaction and decrease the level turnover intention. Similarly, co-
workers relations, supports, and friendship are also positively represents the organizations‟
foundation (Settoon and Mossholder2002), worker mutual relationship and job related tasks
(Chiaburu and Harrison, 2008), positive worker change-oriented development which is the
outcomes of Extra-Role Behavior (ERB) of employees (Sue Love and Dustin, 2014), and worker
positive feelings about commitment and satisfaction (Fay and Kline, 2011). Additionally, be
aware of colleague and workmate support is also acknowledged as an essential factor of job
resources which further helps the employees to achieve organizational goals and objectives
55
which have significant relationships employee‟s work engagement (Schaufeli and Bakker, 2004).
Therefore, stronger employees' working relationships develop a good organizational culture
which increases organizational effectiveness and responsible for the achievement of the
organization‟s financial benefits. Looking to another side, organizational cynicism is an increase
due to the prevailed negative relationships among employees in the organization which develops
negative results for organization jut likes to decrease worker devotions, motivation, and esprit
organization performances declined (Bedeian, 2007; Watt and Piotrowski, 2008). Accordingly,
employees feel happiness and satisfaction during their duty when there is strong interpersonal
communication and interaction exist among co-workers (Abugre, 2010); while lack of
interpersonal and smooth communications among employees and management leads
to differences and delusions between employees; which significantly diminished the organization
environment or affect employees physically (Abugre, 2012). Consequently, in an organization,
whenever the social gaps develop among co-workers and reach to its peaks, most of the workers
especially lower grade employees not feeling well and feel dissatisfaction and unable to
analyzed organization perceptions and thus, fail to deliver (Cole, Bruch and Shamir,
2009), which ultimately creates cynicism among employees. Thus, a significant and positive
relationship among co-workers can affect employees‟ cynicism predicting employee‟s intents to
not leave the current organization.
Conventionally, researcher has been observed, due to dissatisfaction and lack of interest in job
suggests employee to decide to turnover or quit, look for substitute job, looking to the
opportunity cost of the present job, or eventually join another organization which could provide
better incentives and perks, suitable to her / his skills and capabilities comparable to the existing
position (Tzeng, 2002). It has been obvious from several studies that in majority employee
56
turnover models, there are mainly two groups of predictor variables such as one who highlight
attitudes and behavior of job (employee commitment and satisfaction, arise from co-worker
relationships and employee‟s cynicism) and the next one emphasizes the sincerity and
straightforwardness of organization (resulting from perceived substitutes and job seek out
manners resulting from employee decides to quit) (Griffeth, Gaertner, and Hom 2000). In this
way, co-worker relationships in an organization could play a positive and significant role and
prompt workers' characters or intentions which can produce positive or negative results
regarding the organization.
2.4.1 Turnover Intention’s Supporting Theories
2.4.2 Social Exchange Theory
Many research studies illuminating the fact that workplace relations have mostly paid attention
to the connection between an employer and employees in the organization (BAL, DeJohn, Jansen
and Bakker, 2012, Shore, Coyle-Shapiro, Chen and Tetrick, 2009). These studies contributing a
strong and significant foundation to the subject of organizational management and human
resource management by creating a sound system/structure of linking performance with
colleagues' support and most of the time depend on social exchange background. In this theory,
social exchange theory (Blau, 1964) proposed that employees entered into working relations
which engross the exchange of equally socio-emotional resources and economical resources.
Wayne, Shore, and Liden (1997) explain that these resources are dealt periodically, in series of
reciprocal relationships, with those employees who often relaxed and feel ease during the
circumstances of balance and fair exchanges. Accordingly, various studies show that in many
cases social exchange theory has increasingly assumed as the essential and fundamental object
which are supporting the relations of both employer and employees (Bambacas and Kulik, 2013,
57
Tanova and Holtom, 2008). The social exchange theory demonstrates that the unexplained
collaborations which come into being among two or more groups, consequently supporting and
provides advantages to both alliances (Martin, 2011). It involves uncertain responsibility in
societal relations, in which an individual gives favor to others and also expecting some uncertain
return outcomes in the future. It clarifies that why the loyalty to be rewarded to other individual
has known is the most excellent exchange principles in social exchange theory.
Hence, expectations and exchange norms varying according to the situations concerning
exchange relations that are satisfying between employees working together (Miles, 2012). The
significance of social exchange theory as it explaining and portrayed most compelling calculated
pattern for recognizing working environment relationships (Cropanzano and Mitchell, 2005).
Social exchange theory contends that understood commitments and trust shape the premise of
social exchange and workers who appreciate ideal advantages and feedback in their workplace
inclined to sense committed and devoted to paying back such types of kindnesses (Martin, 2011).
In such a manner, we could compare the social relations to the business relationships where the
exchange does occur between works associates, as well as amongst employees and employers or
managers. Therefore, the organization‟s environment can impact workers' dedication,
responsibility, and satisfaction, as well as their intention of turnover. Kelly and Slope (2011) in
their investigations confirmed which uncovered that worker views of fair and equal dealing
behavior and a high degree of organization loyalty and dedication regarding them could
minimize workers' organization‟s turnover intentions. Predictable with the standards of the social
exchange theory, employees who are satisfied with good behavior and fair HR environment can
provide excellent feedback to their organizations by detailing positive professional results, for
example, the higher degree of employee performance and lower degree of employee intention to
58
leave organization environment (Ngeche and Karatepe, 2012). Because of that, employee‟s
social exchange has for some time been utilized as a part of organization researches to clarify the
inspirational premise behind workers' states of mind and practices (Cropanzano and Mitchell,
2005). In this perspective, workers build up a general behavior concerning the level to which
associations appreciate their commitments and think about their prosperity in the exchange
relationships. Similarly, work teammates would look for equilibrium because of their exchange
relations with their partners by indicating behaviors and practices according to the level of
contribution regarding singular workers (Eisenberger, Sucharski, Stinglhamber, Vandenberghe,
and Rhoades, 2002). Thus, the social exchange has been utilized to clarify why subordinates
committed to managers to the degree where they perform even behind formal legal contracts
(Settoon et al. 1996).
Regardless of the powerful function of Social exchange theory as a huge applied ideal models for
understanding work environment conduct (Cropanzano and Mitchell, 2005), a few specialists
(for example Emerson, 1972) have contended that the social exchange is preferably a casing of
reference than a theory that clarifies the social exchange of people. Moreover, Conway and
Coyle-Shapiro (2004) have additionally talked about the hypothetical uncertainty and the
requirement for the experimental examination of the hypothesis; while Cropanzano, Rupp,
Mohler, and Schminke (2001) have expressed grief the successive false impressions of the
general social exchange demonstrations. These researchers have contended that the suggestions
are a distortion of human cooperation as it is fleeting and because of self-intrigued exchanges
instead of one that is certain.
Thus, Rosenfeld's (2005) information presenting that imbalance weakens the idea of social
exchange since there are variations in dealing with people in trade relations because of their
59
statistic factors. Similarly, the dispute that social exchange does not sit well with worldly or
organization employees, and the view of trust and responsibility amongst subordinates and
bosses in the exchange relationships have been emphasized (Chambel and Castanheira, 2012).
2.4.3 To Stay or to Leave
Employees‟ behavioral goals and plans now a day are considering an important tool amongst the
most precise indicators of workers‟ intentions to resign. Organization environment as well as
employees‟ behavior can play a significant role to motivate co-workers relationships and
influence them to remain in their organization. Employee‟s plans and goals are self-created
guidelines to carry out specific practices or to acquire certain results (Triandis, 1980). The
actions of employees in this direction would explain the motivational reasons between employee
attitudes and behaviors, and also between their perceptions and real behavioral activities (Ajzen,
2011). In this way, intentions relating to employee behavior are a mechanism which contains an
individual‟s attitudes, decisions, as well as behavioral factors construct generally in light of
person view of the organization atmosphere (Araten, Bergman, 2016). The behavioral intention
of a worker is affected by the basic corresponding exchange in the worker's solid relations
portrayed as a psychological agreement (Argyris, 1960), which illuminating the social exchange
connections in worker supervision relations Blau (1964).
Harhara, Singh, and Hussain (2015) argued that a worker's attitudes towards his/her in the
workplace will motivate their contributions and employee intentions to keep on and continue the
job, while employees‟ negative perceptions about organization environment lead to motivate
their intentions to leave the organization. Similarly, when organization atmosphere is friendly
and employees feel free from other mantel worries and work collectively and positively and they
presenting good relationship in organization, it shows their commitment and obedience with
60
organizations (Myers and Sollitto, 2015), its further confirmed employees‟ work engagement
organization (Rich, Lepine and Crawford, 2010) and this attitude leads to discouraging
employees‟ intentions to quit their organization. Turnover intentions mentioning the perceived
decision of an employee‟s behavior in relationships with the possibility to leave the organization
(Van der Vlist, Van Breukelen and Steensma, 2004). Whereas, employees‟ choices to stay refer
individual‟s intentional and conscious motivation to stay and keep working with the
organization, thus the probability of their stay with the current job (Tett and Meyer, 1993).
Consequently, to leave or to stay are two sides employee job can be synthesis with as the
outcomes of mutual relations with co-workers and managers. Relationship at work can either
come about into a positive impact of the individual prompting his aim to stay or negative impact
and cynicism of the individual prompting his intentions to quit. Several studies from the past
show that worker who keeps good relations with co-workers get a positive opinion from co-
works and superior would realize more engaged, committed and satisfied and are also have the
low level to employees turnover develops employee intentions to stay in an organization (Harter,
Schmidt and Hayes, 2002). Then again, when workers feel or see that they get negative criticism
on their performances, the workers can create sentiments of dejection, separation, forlornness,
cynicism, and in the long run employs burnout (Johnson and O'Leary-Kelly, 2003; Jordan,
Schraeder, Field and Armenakis, 2007) prompting the goal to leave or quit (Jordan et al., 2007).
Subsequently, this work strengthening the above discussions and recommends that positive
colleague relations and cynicism in the workplace are two essential factors that can affect
employees‟ intentions to stay or to leave. The measure of help and positive support employee
will get from coworkers and managers on his work would likely connect with him/her and keep
down his/her plans to take off. Essentially, the absence of help and negative feedback noticed by
61
a person from his colleagues and managers would likely reason disdain and cynicism and goad
his/her expectation to run off the organization. The basic causes are that our worker‟s practices
can be activated by our exchange relations. The more workers see positive conduct towards
them, the more probable they need to connect themselves with that conduct. As per Khan, Kundi,
Khan, Khan, Nawaz, Khan and Yar (2014), academic staff of varsities resemble the foundation
of the nation in light of the fact that these are the capable individuals who build up the country
and encourage development in the economy and, along these lines, they decrease the poverty and
destitution level in the nation. Additionally, they notice that pay, professional growth, and states
of work are the elements that administer work performance and these elements are observed to
be contrarily related to the teaching staff intentions to turnover.
Moreover, the study of Saba (2011) also explained that the turnover intentions of lecturers in
universities could be decreased if they have proper opportunities for promotions and
development; Similarly, the universities and Higher Education Commission could associate
teachers satisfaction and her/his promotional opportunities with the rules and regulations, which
facilitate university teachers in term of pay and promotions, juxtapose, teachers will work
with full zeal, enthusiasm and will remain committed with their work. Equally, the further
outcomes of this research work portrayed the prevailing situation in most universities in the
country and suggest that if they framed formal rules and regulations which help the academic
staff particularly without Ph.D. will increase their interest, the lecturers‟ job satisfaction will be
augmented and maximized (Mangi et al., 2011).
In the same way, Asikgil and Aydogdu (2011) concluded that when lecturers know that there are
no chances of promotions and they are in stake, ultimately they feel dissatisfaction and
discouraged from the university and job too, which shows a negative and insignificant
62
relationship with lecturers‟ satisfaction. For example, Ghafoor (2012) explained that when an
employee is appraised by departmental promotion, which is following the knowledge and
capabilities of the employees, it will motivate the workers to remain engage in the same
organization for a longer time.
2.4.4 Turnover Intention in Pakistani Universities
At the point when a number of the employees are substituted by the concerned authority from the
typical numbers of the employees at a particular time, it is known as turnover intentions (Agnes,
1999). Additionally, the effectiveness of the firm is a measure utilizing the turnover of the
employees; when employees are not satisfied with their employments; they search for different
options that regulate their level of satisfaction (Saif et al., 2012). As indicated by Ghafoor
(2012), that when lecturers in universities are not rewarded intrinsically, they attempt to shift to
other organizations with the aims to accomplish intrinsic pleasure, for instance, from the
government to sector non-government and from non-government to the government sector in
higher educational institutions. Subsequently, Khan et al. (2013) and Khan, Kundi, Khan,
Nawaz, Khan, Khan and Yar (2014) distinguished all the components that may prompt
employees to quit the organization: when there are no appropriate duty times and there are no
rule and regulation for employees development and pay and perks are not satisfactory, and the
workers don't have suitable relationships with their supervisor.
Thus, Aydogdu and Asikgil (2011) detailed that turnover intentions will be at maximum level in
organizations due to the absence of worker satisfaction. Similarly, Haq et al. (2011) featured the
advantages of the employees‟ turnover; they guaranteed that occasionally when employees quit,
it is beneficial for them, society and for organizations too. Some of the time, it has happened
when employees notice that this organization providing the opportunity for promotions and
63
advancement in then employee chose to remain for longer durations and its further providing
opportunity to the organization to decrease the charges of procuring of new employees and time
of the associations too. Subsequently, the management of the universities should work to keep on
the teaching faculty especially the lecturer staff, and it is cleared from this talks, it can be
asserted that lecturers‟ disappointment is an indicator of their turnover intention (Mudor and
Tooksoon, 2011). Also, Naji and Tabouli (2011) clarified the turnover regarding the worker's
intentions to stop work. They additionally proclaim a high relationship among the pay,
advancement and advantages and rewards with turnover intentions.
2.5 Relationships of Work Engagement, Burnout, and Turnover Intentions
Leiter and Maslach (1997) recommending that employee participation in the workplace is
inextricably related to the degree of efforts required to accomplish the task, the degree of
involvement that occurs in the task and how much efficiency the task shows. As indicated by
their investigations to the extent burnout (cynicism, emotional exhaustion) is linked with all
previously mentioned factors which are precisely inverse to what is needed for employee work
engagement. Schaufeli, Bakker, Gonzalez Roma, and Salanova (2002) consider a couple of
different elements like dedication, which how much is inherent and what amount is being,
utilized the individual. Maybe the most essential findings from investigations of engagement and
burnout showing that job burnout and employee engagement don't happen in isolation, with a
limited and expected amount of connected or because of individual employee behavior (Leiter
and Maslach, 2004).
H15: There is negative and significant association between work engagement and turnover
intentions.
The employees‟ turnover plan in this theoretical outline is measured as the leaving conduct of the
person with the organization and searching for potential work in different institutions (Blau
64
2007, Blau et. al. 2003, Moore, 2000). The study of Saks (2006) describing a positive and
significant association between employees‟ work engagement and worker contentment regarding
job activities and negatively but significantly associated with turnover intentions. Bakker and
Schaufeli (2004) studies exhibited that employees ‟work engagement impacts employees‟
turnover intention through mediating the association with workforce capital. Past studies on
employee work engagement have discovered significantly and negative associations with work
engagements‟ as well as employees‟ turnover intentions (Hallberg et al., 2007).
The past history with respect to the relationships of turnover intentions and employees‟ burnout
isn't reliable and abundant. The indicators of employees‟ exhaustions are following by
indications of employee‟s turnover intentions. The employees‟ burnout has likewise observed as
the prevailing indicator of dissatisfaction, sadness, anxiety which further demonstrated the
indicators of the employee's intentions to leave the organization (Anderson, 2008), while
characterizing the hypothetical composition of employees‟ burnout, Demerouti (2001) Cordes
and Dougherty (1993), finished up professional burnout is an important and vital mediating
factor of the link among continual occupational stressor causes and different behavioral
outcomes. Along with these findings, individual having the desire for turnover, which was
experimentally improved by a few investigations as a significant consequence of worker‟s
burnout. (Huang, Chuang, and Lin, 2003), (Harrington et al., 2001).
2.6 Mediational role of work engagement between emotional exhaustion and turnover intention
The employee‟s work engagement expressed as the contrasting of job burnout (emotional
exhaustion, cynicism) are the main factors of retention of workers inside organizations. The
employee‟s engagement will minimize the burnout impact and consequently minimize the
employees‟ intents of turnover.
65
H16: Work engagement positively and significantly mediates relationship between emotional
exhaustion and turnover intentions.
Employees‟ burnout has been significantly contributed to the employees‟ intentions to quit their
institutions which is also supported and acknowledged via a couple of studies conducted in
Australia (Sims, 2007, Lingard, 2003) as the earlier reading recommended that employee‟s
emotional exhaustion and cynicism are important indicators of intentions for workforce
turnover. According to Rothmann and Joubert (2007), parallel results have been found from the
study conducted in South Africa and Knudsen, et al., (2006) the study accomplished on the
collected samples of medical practitioners, confirmed significant and positive relationship
between employees‟ intentions to leave and employee‟s emotional exhaustion. Similarly, if the
employee has a high degree of emotional exhaustion than it is clear that e turnover expectations
of employee will be high as well. But when work engagement plays a mediating role between
these dependent and independent variables, employees‟ turnover intention significantly
decreased.
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III. Research Methodology
In this section, discussion has been made in detail on the research methods, variables of the
study, the target population of the study, sampling method, sample size, data collection,
theoretical framework, and data analysis and its interpretation.
3.1 Research Design
This study was quantitative in nature and was cross-sectional on time horizon and relates to
hypothesis testing. This study is investigated on both causal and correlational ways. The study
based on positivism research philosophy with deductive approach. For “methodological choice”
mono method was used and for “strategy” questionnaires/survey was selected. Extent of
researcher interference in the normal work flow is minimum. The unit of analysis is individual
employee. Generally, a descriptive research design is used to figure out answers to the when,
where, who, how much and what. Moreover, a research design is organized, comprise of
investigative questions related to the variables of this study. Additionally, the research design is
reflected appropriately for the study as a process of eliciting information desirable in the
portrayal of suitable outcomes from the research study. The data was obtained from the primary
sources for this study. The primary data was collected through pre-designed or adopted
questionnaires. These questionnaires help to collect information on the relationships of working
conditions (variables of the study) of employees in the organization. In this study there were four
main variables i.e. work engagement, cynicism, emotional exhaustion and turnover intentions,
which is investigated and measured with the help of specified questionnaires/instruments.
3.2 Variables
The four main variables of the study are employees‟ work engagement, cynicism, emotional
exhaustion and turnover intentions. Although the key spotlight of this reading was the employee
67
mediation of work engagement, so work engagement was mediating variable, independent
variables are employee‟s cynicism and emotional exhaustion whereas the employee‟s turnover
intentions was dependent variable.
3. 2. 1 Mediating Variable; Work Engagement
The mediating variable is one that determines the strength of relationships among the proposed
variables of the study. Work engagement defines by Schmidt and his colleague (1993) is that
they are highly involved, strongly committed and completely satisfied with organizational goals
and objectives. Schaufeli and Salanova's (2002) definition of work engagement is the most
significant, according to their study, the work engagement is a positive and optimistic, satisfying,
job relating condition of the brain which is postulated as vigor, dedication, and absorption. Most
often, the work engagement shows a maximum level of employee loyalty where the worker
desires to execute the job by utilizing his / her highest potential for own achievement and in
support of the organization‟s benefit.
3.2.1.1 Mediation Model
In recent times, the forefather of mediation is as known as David A. Kenny. He made a lot of
contributions to the field of mediation. The essential motive of mediation has answered the
question of “How?” further, to knows the method is significantly vital as it mainly concerns with
theoretical concerns, cost and efficiency concerns, to understand why the intervention did not
work, discover more proximal endpoints and to tests of mediation relatively powerfulness. A lot
of work has been made on mediation by early famous researchers such as Sewall Wright, Ronald
Fisher, Herbert Hyman and then David A. Kenny. The basic Model of Mediation as under;
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Figure 3.1 Mediation Model by David A. Kenny
Research studies demonstrate that the intention of the employee to depart their organization
because of burnout has and it has explained by a few Australian research studies (Lingard,2003;
Sims, 2007) the later on reading recommended that emotional exhaustion and cynicism are
important forecaster of employees‟ intentions to leave (Sims,2007). Brand, Joubert, and
Rothmann (2012) investigated parallel conclusion in South African research readings,
furthermore, Knudsen Roman and Ducharme (2006) validate significant and positive relationship
involving worker emotional exhaustion as well as intents to give up, accomplished on an
example of a remedial counselor (Fogarty, Singh, Moore and Rhoads, 2000). The literature
explains that research work is scarce locally which shows the mediational role of employees‟
work engagement between two aspects of worker burnout and intents to leave. In the literature
this study should cover up that role. The mediational model proposed for Pakistani higher
education institutions is as follows:-
Independent Variable Mediating Variable Dependent Variable
Figure. 3.2 Mediation Model
(c)
(a) (b)
(c)
Emotional
Exhaustion
Cynicism
Work
Engagement Turnover
Intention
69
3.2.2 Independent Variables;
The two independent variables of the study are employee‟s cynicism and emotional exhaustion
employee.
3.2.2.1 Emotional Exhaustion
Maslach and Jackson (1981) define employee‟s emotional exhaustion is the situation when the
workers no longer feel capable of providing themselves at a psychological level. Then employees
are considering as exhausted emotionally and this condition is generally realized in organizations
particularly in services organizations. Some explanations focused on a single one while others
mentioned multiple dimensions. They experience fatigue and their mental powers were
exhausted, whenever these thoughts become regular, lengthy as well as permanent.
3.2.2.2 Cynicism
Cynicism has been defined by Demerouti (2002) as an employee‟s detachment from work, while,
Maslach (2001) explains that cynicism is employee focused either services sector or
administration and detachment are work focused. Araten-Bergman (2016), noticed that when
colleague fails to congregate less or more of their responsibility towards a colleague worker then
this emotional deal is violated, thus leading to worker‟s cynicism. According to Albrecht (2002)
and Abraham (2000) studies the employee cynicism as psychological reaction to workers‟
worries about the integrity of the organization. Cynicism mainly refers to when employees think
that their job is meaningfulness and employee‟s lack of interest in their job.
3.2.3 Dependent Variable; Turnover Intention
Matz et al., (2014) describes the turnover intent as the intentional willfulness tenacity to quite an
organization. Taplin & Winterton (2012) explained that generally, workers quit their
organizations because of retirement, firing or intentional resignation. Mobley and Price (1977)
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characterized the employee willingly quitting or resigning from an organization is called
turnover, whereas employee plan to leave or resign the organization voluntarily refers to turnover
intentions (Layne, 2001).
3.3 Population of the study
The literacy rate in Khyber Pakhtunkhwa particularly in Malakand Division in the last century
was very low and higher education was a rare case. There were a lot of reasons for this problem
and at the highest level was poverty and unavailability of resources. The desirous and financially
stable students who eager to receive higher education most often go to other parts of the country
or abroad because there was in two universities in the whole province. But with the emergence of
the 21st century, the provincial government inaugurates a few universities in faraway location of
the province to facilitate the local people and provide higher education facilities at their doorstep.
Now, there are three government universities are working in the Malakand division and the near
future two more will be established. For this study, public sector universities in the Malakand
Division were the population (Malakand University, Swat University of and SBB University,
Sheringal). Approximately 1615 employees are working in these institutions. Both genders,
performing their duties in various units/sections were selected as respondents. As the overall data
for this study were heterogeneous and to obtain accurate proportion from every section and
department, the stratified random sampling technique was used according to the following
formula:
Figure 3.3 Stratified Random Sampling Formula
n = size of sample
N = population size (number of employees)
Ni= number of employees in the ith Organization
ni = number of employee‟s sampled from ith Organization
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3.4 Sample Size
The main purposes of sampling techniques are to acquire a selective set of respondents which
justify and replicate the features of the target population. As data collection from the overall
population is a very challenging, time consuming and tough process along with other factors, the
sampling methods are considered the most significant choice for data collection. Nevertheless, as
the results of the sample are representing the complete set of population, therefore for sample
size and technique selection careful and comprehensive considerations are mandatory. The
sample size 316 was drawn and selected according to Morgan and KREJCIE (1970) sample and
population table accordingly. Some personal visits have been made for collecting sample size.
Furthermore, some aspects of sample size are also available on the HEC Pakistan web portal.
Furthermore, the response rate was 100% as the questionnaires were self-administrated and no
missing values. As the sample size was drawn from the population of three different public
sector universities in the Malakand division, thus 616 employees are working in the different
sections/departments of Malakand University. According to the formula mention in Fig 2.8, a
sample of 120 respondents has been selected from the University of Malakand. As Table 3.1
shows that SBBU, Sheringal has a total of 446 employees and the sample size was drawn as 88.
The sample size of 108 has been selected on the base of the prescribed formula as the total
number of employees 554 workings at the University of Swat.
Table 3. 1: Sample Size selected from nominated organizations
S. #. Name of the Institute Population Size Sample drawn
1. University of Malakand 615 316/1615*615 = 120
2. University of Swat 554 316/1615*554 = 108
3. Shaheed BB University, Sheringal 446 316/1615*446 = 88
Total No. of Employees 1615 316
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3. 5 Data Collection and Instruments
Data collection in the research study is one of the demanding and problematic phases. To obtain
the required and desirable number of responses from the sampled respondents taken a long time
and a couple of time personal visits have been done to receive the data. The respondents were
mostly comprised of the academic staff including Professors, Associate Professors, Assistant
Professors and Lecturers and administrative staff from BPS–17 to 20. The adopted questionnaire
was used as instruments in favour of this research study. Bakker and Schaufeli (2003) Utrecht
Work Engagement Scale UWES, was used to measure the employee‟s work engagement
consisted of 17 questions. This tool was used to measure an individual‟s work engagement
consists of three aspects for example Vigour (highly energetic at the job), dedication (realizing
honoured performing a substantial role in organizations) and absorption (extremely demanding
during the job, unconscious of the surroundings).
Emotional Exhaustion was measured through the “Maslach Burnout Inventory general survey
(MBI-GS)”. The key dimensions of MBI-GS consist of five (5) questions, describing emotional
exhaustion (feelings of being emotionally worn-out and feel anxiety during the workplace).
The Cynicism was measure by six (6) items (distant attitude towards work and the people one
works with). Employee turnover intentions was measured by the Nissly and colleagues (2005)
three (3) items questionnaires scale among the employees working in higher academic
organizations.
3. 6 Analysis of Data
In this research study, the collected data was thoroughly examined with the help of statistical
package for social science (SPSS) and AMOS and for assessment of questionnaires, 7 points
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Likert scale (Strongly Disagree, Disagree, Slightly Disagree, Neutral, Slightly Agree, Agree and
Strongly Agree) was used as measuring tool. Though, this study is of quantitative in nature,
results of the research were interpreted as numbers and percentages. To locate the relationship
among variables, the correlation technique was used. To determine the reliability measures of
variables, Cronbach‟s alpha test was used. The regression analysis technique is proposed to
measure the causes and effects among the variables of the study. Harman's single factor test or
Common method bias (CMB) was used to avoid any false implications in the data set. A
normality test was employed to determine whether the data were normally distributed.
Furthermore, to measure the mediating role of employee work engagement, the structural
equation model (SEM) and technique was also used. Discriminant and convergent validity of the
proposed variables was checked according to the Fornell and Larcker (1981) test.
3.7 How to Measure Mediation
As per Barron and David A. Kenny's model, a pioneer to plot the methodology to gauge the
mediation characteristics of specific variables. They built up a couple of stages of a triangle
model to gauge the variable which finishing up different impacts of mediating variable on other
variables of the present study of interest. There are four ways to quantify the mediating roles
which are clarified below;
Step – 1:
X (IV) Y (DV) path c OR X Y (test path c)
The initial step associated with Kenny's techniques is predictor variables (emotional exhaustion
and employee cynicism) are being associated with the outcome variable (turnover intention).
Furthermore, the initial phase in Kenny‟s strategies provides a foundation to measure the
mediating effects of variables.
74
Step – 2:
X (IV) M (MV) path a OR X M (test path a)
The second step associated with Kenny's procedure is the independent variable (emotional
exhaustion and employee cynicism) is being associated with the mediating variable (Work
Engagement). At the second step in Kenny's technique explaining that the mediating variable
was assumed as the outcome variable and showing significant relationships.
Step – 3:
M (MV) Y (DV) (controlling for X): path b OR M (and X) Y (test path b)
The third step in Kenny's model includes a foundation of the significant relationship between's
the mediating variable and the depending variable. In this progression, the relationship exists
between the mediating and the outcome variable since they both are caused because of the
predictor variable. In other words, in Barron and Kenny's techniques, the autonomous variable
must be controlled while building up the connection between's the two different variables.
Step - 4:
X (IV) Y (IV) (controlling for MV): path c′ (Standardized or unstandardized)
X (IV) (and MV) Y (IV) (test path c)
According to the Barron and Kenny's methodology, the last phase of mediation analysis includes
the foundation of the complete or total mediation among the variables. This foundation in the last
pace of Kenny's techniques must be accomplished if the influence of the predicting variable over
the outcome variable whereas controlling for the mediating variable has zero value.
Total Effect = Direct Effect + Indirect Effect
c = c′ + ab
Note that ab= c - c′
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Furthermore, if the indirect effects are significant, mediation has occurred. And when the both
direct effects and indirect are significant, then it is known is partial mediation. Similarly, if the
direct effects are not significant and the indirect effects are significant, it is known is full
mediation.
3.8 Theoretical Model of the Study
(c)
(M)
(a) (b)
(a)
(c)
Figure 3.4 Theoretical Model
WORK ENGAGEMENT
Emotional Exhaustion
Turnover Intentions
Cynicism
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IV. Results and Data Analysis
The main objective of the study was to find out the mediating role of employees‟ work
engagement between cynicism, emotional exhaustion, and turnover intentions. In this chapter,
the collected data was thoroughly analyzed. The nature of the study was descriptive and
quantitative approach and the qualitative approach. According to Khan, Rasli, Yusoff, & Ahmad,
(2015) descriptive analysis and frequencies were used to describe the general characteristics of
the data. At first, the demographic variables of this study were measured through standard
deviation, mean, and frequencies of such as gender, age, nature of duty, income, qualification,
and experience, etc. In the second step, confirmatory factor analysis (CFA) and reliability
analysis were used to tests the proposed hypotheses/dimensions of employees‟ work
engagement, emotional exhaustion, cynicism, job and employees‟ turnover intention. In third
phase, structural equation model (SEM, as it is mostly used to determine the mediating role) was
employed to response the research hypotheses associated with suggested model and the effects of
mediating character of employee‟s work engagement as well as to determine the cause-effect
relationships among the two dimensions of burnout (cynicism and emotional exhaustion) on the
employees‟ turnover intentions. For the validity, the discriminant and convergent validity of the
proposed variables was tested through CFA.
4.1 Demographic Profile
Demographic characteristics are used to get the respondent‟s background information, and it was
explored in the leading segment of the questionnaires. The main demographic data for this study
were gender, age, marital status, academic qualification, monthly income, nature of duty; current
position, total experience, and department are showed in this section of the study. The
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demographic data presenting all the basic features of the employees essential for the study and
clarifying the relevant information associated with each variable.
4.2 Descriptive Statistics
Table 4.1 shows the no of samples standard deviations, means and, as the descriptive statistics of
demographic variables of the targeted employees.
Table No.4.1 Descriptive Statistics
Demographic Variables Number Mean Standard Deviation
Statistic Statistic Statistic
Marital status 316 1.25 0.432
Age 316 1.84 0.573
Qualification 316 2.02 0.782
Income 316 2.28 1.218
Nature of Duty 316 1.25 0.432
Designation 316 2.07 0.624
Experience 316 2.04 0.925
Department 316 1.45 1.045
Valid N (listwise) 316
4.3 Frequencies Statistics
This section of the study showing the magnitudes or frequency of each demographic variables
i.e. gender, age, marital status, academic qualification, monthly income, nature of duty; current
position, total experience and department in the subsequent sections.
4.3.1Gender
The table No. 4.3.1 showed the number of male and female sampled employees who responded
in the response of the various questionnaires which have been asked from them. There are a total
sample size of the study is 316, and among them, 275 are male respondents with 87% and the
rest of 41 were female with 13% of the total respondents.
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Table No. 4.3.1 Gender
Gender Frequency Percent Cumulative Percent
Valid Male 275 87.0 87.0
Female 41 13.0 100.0
Total 316 100.0
4. 3.2 Marital Status
The marital status clarifying the employee‟s dependence or independence of the household. The
table 4.3.2 presenting that most of the selected respondents is married as it clears from the data
that out of 316 total sample 238 numbers or 75.3% of the total respondents are married and
24.7% or 78 respondents were unmarried.
Table No.4.3.2 Marital Status
Marital Status Frequency Percent Cumulative Percent
Valid Married 238 75.3 75.3
Unmarried 78 24.7 100.0
Total 316 100.0
4.3.3 Age
Table 4.3.3 showed the age of the respondents in the target sample groups. The ages (in years) of
the respondents were categorized into four age brackets as 20-30, 31- 40, 41-50 and 51-60. As
it‟s clear from the table that most respondents fall in the age group of 31-40, which were 65.8%
or 208 of the total numbers of the respondents. Subsequently, 79 numbers of respondents come
in the age group between 20 -30 with 25% of the amounted respondents. And the rest of 28
respondents with 8.9% come in the age group of 41-50 and one respondent of 0.3% falls in the
age ranging from 51- 60.
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Table No.4. 3. 3 Age
Years Frequency Percent Cumulative Percent
Valid 20-30 79 25.0 25.0
31-40 208 65.8 90.8
41-50 28 8.9 99.7
51-60 1 0.3 100.0
Total 316 100.0
4.3.4 Qualification
As we knew that universities are the seats of higher learning and most of the people have the
upper level of educational qualification. Table No.4.3.4 showed the academic qualification of the
respondents. The majority of the respondents (123) hold MS/M.Phil qualification with 38.9% of
the total respondents. After that exactly 100 of the respondents hold Ph.D. degrees showing
31.6% and 93 respondents hold Master degrees which presenting 29.4% of the amounted
respondents.
Table No. 4.3.4 Qualification
Degree Frequency Percent Cumulative Percent
Valid Master 93 29.4 29.4
MS / M.Phil 123 38.9 68.4
PhD 100 31.6 100.0
Total 316 100.0
4.3.5 Income
The table 4.3.5 described the range of monthly salary of the respondents. The salary (income) are
classified in five categories i.e.50 - 60, 70 - 80, 90 - 100, 110 - 130 and 150 - 200 in thousands
rupees. As it is obvious from the results that 105 or 33.2% of the respondents, a maximum
number of the people's salary comes in the group of 50 - 60. Followed by 31% or 98 numbers of
the employee‟s falls in the group shoed the range of 70 - 80 thousand. The respondents having a
salary range of 90-100 thousand were 52 or 16.5% of the total respondents and 13.6% or 43
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respondents' salary were represented by the group starting from 110-130 thousand rupees.
Furthermore, 18 or 5.7% of the respondent comes in the group who received a salary ranging
from 150-200 thousand rupees.
Table No.4.3.5 Income
Rs. (In Thousand) Frequency Percent Cumulative Percent
Valid 50-60 105 33.2 33.2
70-80 98 31.0 64.2
90-100 52 16.5 80.7
110-130 43 13.6 94.3
150 -200 18 5.7 100.0
Total 316 100.0
4.3.6 Nature of Duty
Employees working in Universities are mainly engaged either in administration or teaching
faculty. Table No.4.3.6 showed that 238 employees with 75.3% of respondents belong to
teaching faculty and 78 respondents with 24.7% related to the administration of the total
respondents.
Table No.4.3.6 Nature of Duty
Sections Frequency Percent Cumulative Percent
Valid Faculty 238 75.3 75.3
Administrative 78 24.7 100.0
Total 316 100.0
4.3.7 Designation
Table 4.3.7 showed the designations of the selected respondents of both groups‟ faculty and
administration. The majority of the respondents‟ designation was lecturers or in BPS-18
illustrated from the table that 198 or 62.7% of the total respondents. Succeeding by 67
respondents with 21.2% were Assistant Professors in BPS-19. Though the data obtained from
both the administrative and teaching staff, 49 respondents purely belong from admin staff
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with 15.5% and 0.6% or 2 respondents were Associate Professors in BPS-20 of the total
respondents.
Table No.4.3.7 Designation
Designation Frequency Percent Cumulative Percent
Valid BPS-17 49 15.5 15.5
BPS-18 OR Lecturer 198 62.7 78.2
BPS-19 OR Assistant. Prof. 67 21.2 99.4
BPS-20 OR Associate Prof. 2 0.6 100.0 Total 316 100.0
4.3.8 Experience
The time spent in the organization or experience of the respondent presented in table no.4.3.8
in years. The experience is categorized in four groups i.e. 1-3, 4-6, 7-10 and 11-14. The data
showed that 43% or 136 respondents‟ experience counted in the range of 4-6 years. Followed
by 99 respondents with 31.3% comes in the group which experiences period between 1-3
years. Further, 51 number of respondents showing 16.1% whose service length counted from
7-10 years. And 30 respondents with 9.5% experience fall in the 11-14 years group.
Table No.4.3.8 Experience
Duration(Years) Frequency Percent Cumulative Percent
Valid 1-3 99 31.3 31.3
4-6 136 43.0 74.4
7-10 51 16.1 90.5
11-14 30 9.5 100.0
Total 316 100.0
4.3.9 Department (Place of Duty)
The table no.4.3.9 demonstrated the places or departments in an organization where the
respondents worked. These sections or departments are divided into five different
departments which are the teaching department, establishment, finance section, works
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department, and examinations section. The table clarifying that most of the respondents
were from the teaching department which are 251 respondents with 79.4% of the total
collected data. Followed by the establishment section with 27 respondents with 8.5 %, from
examination section 15 respondents with 4.7%, finance section that there are 13 respondents
with 4.1% and works department presenting 10 respondents and 3.2% of the total amounted
respondents.
Table No.4.3.9 Department
Place of Duty Frequency Percent Cumulative Percent
Valid Teaching Department 251 79.4 79.4
Establishment 27 8.5 88.0
Finance Section 13 4.1 92.1
Works Department 10 3.2 95.3
Examinations Section 15 4.7 100.0
Total 316 100.0
4.4 Reliability Test
The table No.4.4 displays the reliability results of the variables of the study. The variables
reliability was assessed using Cronbach's alpha. The results in the table are clearing up the
reliability statistics of the underlying four main variables of the study. The Cronbach‟s alpha
value was utilized to decide whether questionnaires on a scale are consistent. The analyzed data
was consistent as the estimation of Cronbach's alpha for each component of the investigation is
over 70%. Rendering to Crosby, Salazar, & Di Clemente (2006) Cronbach‟s alpha value ranging
between 0 - 1 and the Cronbach‟s alpha value 0.70 or greater is adequate proof of variable
reliability. Cronbach‟s (1951) explained the value of Cronbach‟s alpha of all the variables
declare reliable when its value is above 70%. As it clear from the table that employees‟ Work
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Engagement showing the highest level of reliability having 17 numbers of items with Cronbach‟s
alpha value is 0.885 and overall status is very good. Followed by the employees‟ Cynicism
having 06 items which presenting the Cronbach‟s alpha value is 0.823 greater than 0.70 and
overall conditions are very good. The variable Turnover Intention displayed the Cronbach‟s
alpha level is 0.778 which comprised of 03 items and its status is very good and reliable. The last
variable of the study is employees‟ Emotional Exhaustion with 05 items along with Cronbach‟s
alpha value is 0.7 which reliable and status are very good. The results displayed in the table, on
reliability analysis of the collected data of the variable is declared reliable and found a good level
of consistency.
Table 4.4 Reliability Tests
Variables Cronbach's Alpha No. of Items Reliability Results Reliability Status
Mediating Variable
Work Engagement 0.886 17 Reliable Very Good
Independent Variable
Emotional Exhaustion 0.700 05 Reliable Very Good
Cynicism 0.823 06 Reliable Very Good
Dependent Variable
Turnover Intention 0.778 03 Reliable Very Good
4.5 Analysis of Common Method Bias (CMB)
The main element to measure the Common Method Bias is “Harman‟s Single-Factor Test
(HSFT)”.
4.5.1 Harman’s Single-Factor Test
To measure the biasness in the data set through Common Method Bias, the Harman‟s Single-
Factor Test (HSFT) is generally used to determine whether all the constructs of the study could
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be clarified through any single factor or not i.e. shows more than 50%.When a single factor of
the dataset showing greater than 50% variance of the variable, which explaining that a particular
amount of biasness is existing in the data. The threshold for (HSFT) is < 50%. According to
(HSFT ), the results show that a single factor can extracting 33.469 of total variance, meanwhile
it is less than of 50%, so it is concluded that there is no threat of common method bias for work
engagement variable and data was free from the biased responses. In table No.4.5, emotional
exhaustion demonstrating that a single factor take out 30.533 % of total variance and less than
50% level and did not find any risk of common method of biasness. In the same way, cynicism
also explaining 44.775% variation therefore the chance of common method bias has been
withdrawn. Turnover intentions also showing 41.611% of variance which concluded no common
method of bias.
These outcomes recommend that dataset was free from any sort of prejudiced response.
Table No. 4. 5 Total Variance Explained
Variables Extraction Sums of Squared Loadings
Percentage of Variance Threshold
Work Engagement 33.469 > 50%
Emotional Exhaustion 30.533 > 50%
Cynicism 44.775 > 50%
Turnover Intention 41.611 > 50%
Extraction Method: Principal Axis Factoring
The KMO and Bartlett's Test shows two tests that indicate the suitability of data for structure
detection. Results shown that Kaiser-Meyer-Olkin (KMO) was also noted to be acceptable and
indicating Bartlett's Test of Sphericity is significant at .000 > 0.05. The KMO value for work
engagement is 0.893 which display the volume of variance in variables that might be caused
though underlying factors. Emotional exhaustion has encountered the KMO‟s value is 0.737 and
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further confirming the significance of Bartlett's Test of Sphericity as it value is .000 > 0.05.
Similarly, cynicism‟s Bartlett's Test of Sphericity as it value is .000 > 0.05 which is highly
significant and KMO value 0.839 shows the quantity of variation in variable which also
acceptable. The turnover intention‟s KMO‟s value is 0.650 > 0.50 and considerably acceptable
whereas the value of Bartlett's Test of Sphericity is .000 > 0.05 which is highly significant.
Table No. 4.6 KMO and Bartlett's Test
Variables Value
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.893
Work Engagement Approx. Chi-Square 1981.129
Bartlett's Test of Sphericity Df 136
Sig. .000
Emotional
Exhaustion
Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.737
Bartlett's Test of Sphericity
Approx. Chi-Square 220.927
Df 10
Sig. .000
Cynicism Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.839
Bartlett's Test of Sphericity
Approx. Chi-Square 608.992
Df 15
Sig. .000
Turnover Intention Kaiser-Meyer-Olkin Measure of Sampling Adequacy. 0.650
Bartlett's Test of Sphericity
Approx. Chi-Square 313.967
Df 3
Sig. .000
4.6 Test of Normality
There are many methods to check the normality of the dataset. Normality analysis determines
that the underlying dataset has to be normally distributed. Generally, it has been observed that
the dataset does not have to be perfectly normally distributed, the main notation is that the
dataset has to approximately distributed. However, in reality, data are most of the time are
kurtotic and skewed. To find out the normality of data set, Skewness and Kurtosis terms and
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their concern value has been adopted. The threshold values of normality for data using Skewness
and Kurtosis, the value should be in the range between + 1.96 and - 1.96. The results of work
engagement shows that skewness score -.136 / (SE = .356) is (- 0.382) and kurtosis value -.734/
(SE = .724) is (- 1.01) clarify that these values neither below - 1.96 nor above + 1.96. Emotional
exhaustion has the skewness score - .441 / (SE = .369) is (- 1.19) and kurtosis value
-.725/(SE = .724) is (-1.00) clarify that these values neither below – 1.96 nor above + 1.96.
Similarly, cynicism skewness score .325 / (SE = .369) is (0.88) and kurtosis value -.414/
(SE = .724) is (- 0.571) clarify that these values are in the range of +/– 1.96. Turnover intentions
variable displaying skewness value .795 / (SE = .369) is (2.15) and kurtosis value .528 / (SE =
.72) is (0.79) clarify that skewness value is little bit exceeding the limit but the data is
approximately normally distributed.
Based on this discussion.it is concluded regarding the skewness and kurtosis dataset is small size
skewed and kurtotic, but it does not fluctuate significance of normality, and the dataset is
approximately normally distributed according to skewness and kurtosis values.
4.7 Discriminant and Convergent Validity
The Confirmatory Factor Analysis (CFA) was used to test the discriminant and convergent
validity of the proposed variables. The Fornell and Larcker (1981) test were applied to check the
validity of the constructs. Further, the average variance extracted (AVE) method was used to
measures each construct to exceed the square of the inter-correlations between the latent
constructs. The average variance extracted with CFA is calculated with the mean-variance
extracted for the item loading on construct and is a summary indicator of convergence. The value
can be extracted using standardizing loading;
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Figure 4.1 Average Variance Extracted Formula
Whereas “λi” is the loading of each item on its corresponding construct and “εi” is the error
term. The rule says that the square root of the AVE of each construct should be much greater
than the relationship of the particular construct with any of the other constructs. According to
Fornell & Larcker, (1981) AVEs values for each construct has been greater than 0.50.
The table No. 4.7 displays that the square of correlations between the constructs was lower than
the AVEs of the individual constructs. The results shows that the χ²-difference test was
significant (∆χ²[316] = 622.023, p < .001), GFI = .862, RMR= .169, RMSEA =.065,
and recommending that the correlations among the constructs significantly varies from 1. All
(AVEs) are greater than the correlations displayed to their left having good discriminant validity.
The following values in parentheses are square roots of the squared loading usually used in
AVEs. All the AVEs are significant and acceptable.
Table No. 4.7 AVE Analysis
Variable α
a
Work
Engagement
Emotional
Exhaustion
Cynicism Turnover
Intention
Work Engagement 0.886 (0.891)
Emotional Exhaustion 0.700 -0.086 (0.701) Cynicism 0.823 -.216
** 0.462
** (0.725)
Turnover Intention 0.778 -0.086 0.214**
0.305**
(0.776)
N=316
** = correlation significant at the .01 level.
α a
= Cronbach Alpha Reliability
(AVEs) =Average variances extracted are shown on diagonal.
Σ[λi2]
Average Variance Extracted = ────────────
Σ[λi2]+Σ[Var(εi)]
88
The discriminant validity of variables was measured through maximum shared squared variance
(MSV). In this technique, discriminant validity obtained if the average variance extracted (AVE)
value is higher than the maximum shared squared variance (MSV) or average shared squared
variance (ASV). If the value of squared correlation is small than the (AVE) average variance
extracted, it‟s confirming that there is discriminant validity.
Table No. 4.8 Discriminant Validity
Estimate Squared Correlation
Work Engagement <--> Emotional Exhaustion -0.152 0.023104
Work Engagement <--> Cynicism -0.219 0.047961
Work Engagement <--> Turnover Intention 0.162 0.026244
Emotional Exhaustion <--> Turnover Intention 0.213 0.045369
Cynicism <--> Turnover Intention 0.28 0.0784
4.8 Correlations Analysis
The correlation analysis was used to compare the means and measure the mutual association
among the variables i.e. employees‟ works engagement, cynicism, emotional exhaustion and
turnover intentions of the employees of the selected institutions. The prime objective of the
correlation analysis was to determine and recognize that to which extent the study variables are
related to each other. The table 4.9 results displays that employee‟s work engagement
significantly correlated with all of the variables of the study.
H0: There is no significant association between emotional exhaustion and turnover intentions.
H11: There is a significant association between emotional exhaustion and turnover intentions.
As clear from the table given below that the Pearson correlations test was applied to understand
the correlation between employee‟s work engagement and employee‟s emotional exhaustion. As
mention in the first hypothesis. The results from the table confirming the significant and negative
relationship exists in the employee‟s emotional exhaustion and employee‟s turnover intentions.
Emotional exhaustion variable has a correlation value (-0.086) correlated with turnover
89
intentions. This demonstrates that when employee emotional exhaustion increased employee‟s
turnover intentions increased accordingly. Employee‟s emotional exhaustion has a strong and
effective influence on the organization on employees‟ intents to leave. Generally, correlation
analysis was measured for the comparison of means of employees‟ emotional exhaustion, as well
as employee‟s turnover intentions of the variables at the confidence interval of (P < 0.01). This
also confirmed that both the variable has an adverse relationship. The value of the coefficient of
correlation comes between the correlation range of ± 0.61 to ± 0.80, which clarifies that there is a
negative but strong correlation between emotional exhaustion and turnover intentions. Thus,
finally, it has concluded based on these arguments that the null hypothesis is rejected and the
alternative hypothesis is accepted.
H0: There is no significant association between cynicism and turnover intentions.
H12: There is positive and significant association between cynicism and turnover intentions.
Based on the results in table 4.9 illustrating the Pearson test (r) which confirming that
employee‟s cynicism and employee‟s turnover intentions are significantly but negatively
correlated. This is happening because the employee‟s cynicism has strong and significant effects
on organization productivity and effectiveness. As it‟s clear from the table the correlation value
(-0.216) which is < 0.05 has a significant but negative relationship with turnover intentions and
employee cynicism. Therefore, the results confirming that significant and reverse relationship
exists between employee‟s cynicism and turnover intentions and further, concluded that the null
hypothesis is rejected and the alternate hypothesis is accepted.
H0: There is no significant association between emotional exhaustion and work engagement.
H13: There is negative and significant association between emotional exhaustion and work
engagement.
90
The correlation analysis results from table 4.9, shows that the employee‟s emotional exhaustion
has negatively but significant correlation with employee‟s work engagement. Thus, as shows in
the table the correlation value for emotional exhaustion recorded as (-0.086). This relationship
emphasizes the importance and significance of work engagement in organizations. The
coefficient of the correlation value is (-0.086) which is < 0.05 and comes in the range of ± 0.61
to ± 0.80, Therefore, as it clear from the below table employees‟ emotional exhaustion is
significant and negatively correlated with employee work engagement. Thus, it is concluded that
the null hypothesis is rejected and the alternate hypothesis is accepted.
H0: There is no significant association between cynicism and work engagement.
H14: There is negative and significant association between cynicism and work engagement.
The table 4.9 shows the results of correlation analysis between, the cynicism and work
engagement. The correlation value for cynicism recorded as (-0.216). This relationship
emphasizes the importance and significance of work engagement in organizations. The
coefficient of the correlation value is (-0.2166) which is < 0.05 and comes in the range of ± 0.61
to ± 0.80, Therefore, as it clear from the below table employees‟ cynicism is significant and
negatively correlated with employee work engagement. Thus, it is concluded that the null
hypothesis is rejected and the alternate hypothesis is accepted.
H0: There is no significant association between work engagement and turnover intentions.
H15: There is negative and significant association between work engagement and turnover
intentions.
Considering the correlation analysis results from table 4.9, the employee‟s turnover intentions is
negatively but significantly correlated with employee‟s work engagement. The correlation value
for turnover intention recorded as (-0.086). This relationship emphasizes the importance and
91
significance of work engagement in organizations. Whenever work engagement is high,
employee turnover intentions will be minimum. This relationship also demonstrates that work
engagement and turnover intentions are inversely associated with each other. The coefficient of
the correlation value is (-0.086) which is < 0.05 and comes in the range of ± 0.61 to ± 0.80,
Therefore, as it clear from the below table employees‟ work engagement is significant and
negatively correlated with employee turnover intentions. Thus, it is concluded that the null
hypothesis is rejected and the alternate hypothesis is accepted.
H0: Work engagement does not mediate relationship between emotional exhaustion and turnover
intentions significantly.
H16: Work engagement positively and significantly mediates relationship between emotional
exhaustion and turnover intentions.
As discussed earlier that employee‟s work engagement shows a vibrant and important part in the
growth of the organization. Thus, results in table 4.9 display the significant connections of
employee‟s work engagement with employee‟s emotional exhaustion as well as with employee‟s
turnover intentions. The employee‟s performance is influenced by several factors which lead to
their efficiency and effectiveness. Employees‟ emotional exhaustion positively and significantly
correlated with employees‟ turnover intentions. Any changes in the predictor variables will lead
to a change in the outcome variable. Similarly, when employees‟ burnout (emotional exhaustion)
increase similarly employees‟ turnover will also increase. Meanwhile, to minimize and
marginalize the effects of both variables, another variable has been used as a mediating variable
(work engagement), to influence the strength of independent variables and dependent variables.
The correlation values in the table between predictor and outcome variables were positively
correlated. In the same way, when work engagement used as a mediating variable, all aspects of
92
variables are also changed. Therefore, the null hypothesis (H0) is rejected and the alternative
hypothesis (H1) is accepted.
H0: Work engagement does not mediate relationship between cynicism and turnover intentions
significantly.
H17: Work engagement significantly mediates relationship between cynicism and turnover
intentions.
The results in the table 4.9 illustrating the significant relationships of employee‟s work
engagement with cynicism and turnover intentions. Base on the results, cynicism has
significantly and positively correlation with employees‟ turnover intentions. Likewise, when
employees‟ cynicism increase employees‟ turnover will also increase. In the meantime, to reduce
the effects of both variables, to influence the strength of independent variables and dependent
variable, work engagement has been used as mediating variable. The correlation values in the
table between predictor and outcome variables were positively correlated. In the same way, when
work engagement used as a mediating variable, the all aspects of variables are also changed.
Therefore, null hypothesis (H0) is rejected and alternate hypothesis (H1) is accepted.
Hence, as an overall, the work engagement affects the emotional exhaustion, employee‟s
cynicism and employee‟s turnover intentions.
93
Table No.4.9 Correlation
Variable Work
Engagement
Emotional
Exhaustion
Cynicism Turnover
Intention
Work
Engagement
Pearson Correlation 1
Sig. (2-tailed)
N 316
Emotional
Exhaustion
Pearson Correlation -0.086 1
Sig. (2-tailed) 0.125
N 316 316
Cynicism Pearson Correlation -.216
** 0.462
** 1
Sig. (2-tailed) .000 .000
N 316 316 316
Turnover
Intention
Pearson Correlation -0.086 0.214**
0.305**
1
Sig. (2-tailed) .127 .000 .000
N 316 316 316 316
**. Correlation is significant at the 0.01 level (2-tailed).
4.9 Mean Average Score or Measurement of Central Tendency
To measure the central tendencies of the 17 attributes of the work engagement variable, the mean
average scale method was adopted to know that how much a respondent answer to a particular
question.
4.9.1 Mean Average Score of Work Engagement
Table 4.9.1 displaying the results of the respondent‟s attitude towards work engagement. The
results was measured in numbers and percentage utilizing 7 points‟ Likert‟s‟ as the respondents
evaluate these questionnaires by (Strongly Disagree = 1, Disagree = 2, Slightly Disagree = 3,
Neutral = 4, Slightly Agree = 5, Agree = 6 and Strongly Agree = 7). The majority of the
responses supporting the six and seven-level of the Likert scale i.e. Agree and Strongly Agree,
94
show the positive and significant behavior of the respondents towards the work engagement in
the organization. The underlying table presenting the results of the observations and perceptions
of the employees concerning work engagement. The overall value of the mean average scores of
the employees‟ work engagement, which are greater than 03 the prescribed value and
considering the acceptable value of the respondents' observations.
Question No. 10 “I am proud of the work that I do” presenting the highest level of MAS of the
respondents with the MAS value is (6.2) and its standard deviation (1.0) and variation (1.0) and
the question no. 1 “At my work, I feel bursting with energy” MAS is (4.8) which has the lowest
value of mean average score in the table having standard deviation is (1.8) and variance is
(3.2).Besides the lowest value in the table but almost greater than 03 the acceptable range.
Furthermore, within this question out of 316 sample size 291 respondents submitted their
responses in agree, strongly agree and slightly agree categories and only 03 or (0.9%) responded
falls in the strongly disagree, slightly disagree and disagree, categories which confirming that the
work engagement play important and significant role in the organizations, and 22 out of 316
respondents remain neutral. Almost all the questionnaires affirm positive observations of the
respondents as reflected from the statements that fall in the “Agree and strongly Agree”
categories. The MAS value (5.9) was noted against the questions no. 8,9 and 12 “Time flies
when I am working”, “My job inspires me” and “I am enthusiastic about my job” respectively,
which shows their level of satisfaction and commitment regarding work engagement. As it clears
from the table no. 4.9.1 that all the observations of the respondents concerning to employee‟s
work engagement are positive and their mean average scores are in the range of 05 to 06 except
the question no. 01 “At my work, I feel bursting with energy” which has the MAS value (4.8).
95
Although its mean is lowest in the table but still accepted and 201 out of 316 respondents answer
submitted in the agreement, strongly agree and slightly agree.
Discussing the table results column-wise, the highest level of responses has been submitted to
the question no. 10 “I am proud of the work that I do” which is 142 or (44.9%) to the strongly
agree category. In the “Agree” column the highest responses submitted to question no. 02 “At
my job, I feel strong and vigorous” which is 150 or (47.5%) of the total sample size. In the
“Slightly Agree column, the maximum value is 81 or (25.6%) is submitted to questions no.15
“I am immersed in my work” and 17 “It is difficult to detach myself from my job” each. The
maximum value in the Neutral column is 59 or (18.7%) submitted to question no. 16 which is
“I get carried away when I‟m working”. The maximum numbers of responses submitted in the
column “Slightly disagree” is 27 or (8.7%) to the question no. 01” At my work, I feel bursting
with energy”, 30 or (9.5%) to “disagree” column and the maximum 17 or (5.4%) responses
submitted to question no. 01” At my work, I feel bursting with energy”. Furthermore, the overall
mean average score is 5.55 greater than 3 which are strongly supporting the acceptable value.
96
Table No. 4.9.1 Work Engagement (MAS)
S/No.
Questionnaires
Str
on
gly
Dis
ag
ree
Dis
ag
ree
Sli
gh
tly
Dis
ag
ree
Neu
tra
l
Sli
gh
tly
Ag
ree
Ag
ree
Str
on
gly
Ag
ree
MA
S
Std
.
Dev
iati
on
Va
ria
nce
1. At my work, I feel bursting with energy. (VI1) 17
(5.4)
30
(9.5)
27
(8.5)
41
(13)
45
(14.2)
104
(32.9)
52
(16.5) 4.8 1.8 3.2
2. At my job, I feel strong and vigorous. (VI2) 5
(1.6)
18
(5.7)
9
(2.8)
22
(7)
47
(14.9)
150
(47.5)
65
(20.6) 5.5 1.4 2.0
3. When I get up in the morning, I feel like going to work. (VI3) 13
(4.1)
0
(0)
10
(3.2)
23
(7.3)
36
(11.4)
125
(39.6)
109
(34.5) 5.7 1.4 2.1
4. I can continue working for very long periods at a time. (VI4) 3
(0.9)
17
(5.4)
14
(4.4)
24
(7.6)
78
(24.7)
92
(29.1)
88
(27.2) 5.5 1.4 2.1
5. At my job, I am very resilient, mentally. (VI5) 3
(0.9)
17
(5.4)
14
(4.4)
46
(14.6)
59
(18.7)
131
(41.5)
46
(14.6) 5.3 1.4 1.9
6. At my work I always persevere, even when things do not go well. (VI6) 3
(0.9)
32
(10.1)
13
(4.1)
35
(11.1)
64
(20.3)
109
(34.5)
60
(19) 5.2 1.6 2.4
7. I find the work that I do full of meaning and purpose. (DE1) 2
(0.6)
0
(0)
2
(0.6)
20
(6.3)
49
(15.5)
136
(43.)
107
(33.9) 6.1 1.0 1.0
8. I am enthusiastic about my job. (DE2) 2
(0.6)
4
(1.3)
4
(1.3)
23
(7.3)
57
(18)
111
(35.1)
115
(36.4) 5.9 1.1
1.3
9. My job inspires me. (DE3) 1
(0.3)
8
(2.5)
2
(0.6)
28
(8.9)
44
(3.9)
116
(36.7)
117
(37) 5.9 1.2
1.4
10. I am proud on the work that I do. (DE4) 0
(0)
0
(0)
0
(0)
22
(7)
53
(16.8)
99
(31.3)
142
(44.9) 6.12 1.0
1.0
11. To me, my job is challenging. (DE5) 8
(2.5)
16
(5.1)
11
(3.5)
36
(11.4)
53
(16.8)
109
(34.5)
83
(26.3) 5.4 1.5
2.3
12. Time flies when I'm working. (AB1) 1
(0.3)
4
(1.3)
7
(2.2)
14
(4.4)
54
(17.1)
123
(38.9)
113
(35.8) 5.9 1.1
1.2
13. When I am working, I forget everything else around me.(AB2) 7
(2.2)
8
(2.5)
22
(7)
47
(14.9)
46
(14.6)
111
(35.1)
75
(23.7) 5.3 1.5
2.2
14. I feel happy when I am working intensely. (AB3) 2
(0.6)
7
(2.2 )
5
(1.6)
28
(8.9)
76
(24.1)
126
(39.9)
72
(22.8) 5.6 1.2
1.4
15. I am immersed in my work. (AB4) 7
(2.2)
7
(2.2)
4
(1.3)
20
(6.3)
81
(25.6)
142
(44.9)
55
(17) 5.5 1.2
1.5
16. I get carried away when I‟m working. (AB5) 7
(2.2)
0
(0)
15
(4.7)
59
(18.7)
65
(20.6)
122
(38.6)
48
(15.2) 5.3 1.3
1.7
17. It is difficult to detach myself from my job. (AB6) 4
(1.3)
5
(1.6)
14
(4.4)
37
(11.7)
81
(25.6)
99
(31.3)
76
(24.1) 5.5 1.3
1.7
Over All (MAS) 5.55
Values in Parenthesis ( ) show Percentage % V=Vigor, DE = Dedication, AB=Absorption
97
4.9.2 Mean Average Score of Emotional Exhaustion
Table 4.9.2 showed the results of the respondents „ responses regarding emotional exhaustion. In
this table the highest mean average score (4.6) was noted against the question no.2 “I feel
drained when I finish work.” it has the standard deviation value (1.6) and variation (2.8). Within
this question the majority of the responses of the respondents come in the 6thcategoryi.e.
“Agree” of the prescribed Likert‟s scale and the total of 115respondents with (36.4%). Followed
this by 64 respondents showed their willingness to “slightly agree” option which measured the
(20.3%) and 63 or (19.9%) respondents of all responses to this question. Referred to the results
from the table the statement of question no. 1 “I find it hard to relax after a day‟s work” has the
MAS value (4.1) which further indicating that 78respondents were showed their answer as
“disagree” with (24.7%) and the highest variance value (5.1) and standard deviation value is
(2.3). And the question no.3 statement “When I finish work, I feel so tired I can‟t do anything
else” also has the MAS value (3.8) which indicated that 68 respondents have the opinion as
“disagree” with (21.5%) of the all responses along with variance value (3.1) and standard
deviation value is (1.7).
Question no. 4 “It‟s getting increasingly difficult for me to get up for work in the morning has
the highest value 89 or (28.2%) was submitted to “disagree” and variance was (2.9), standard
deviation (1.7) and MAS value was (3.3) noted. While measuring the mean average score (3.8)
with standard deviation (2.1) and (4.5) variance value for emotional exhaustion variable of the
study, the question no.5 “I feel burned out from my work” has the maximum value 90 or (28.5%)
in “disagree”. In the column “Slightly Disagree” the maximum value is 51 or (16.1) for the
question no.3. The column “Neutral” has the highest value is 63 or (19.9%) to the question no.2.
“Slightly Agree” column has the highest value is 64 or (20.3) submitted in favor of question
98
no.02. Question no. 01 has the maximum value 70 or (22.2%) in the “Strongly Agree” column.
Besides, all the overall MAS value is 3.92 which are acceptable as greater than 3 values.
99
Table No. 4.9.2 Emotional Exhaustion (MAS)
S/No.
Questionnaires
Str
on
gly
Dis
ag
ree
Dis
ag
ree
Sli
gh
tly
Dis
ag
ree
Neu
tra
l
Sli
gh
tly
Ag
ree
Ag
ree
Str
on
gly
Ag
ree
MA
S
Std
. D
evia
tio
n
Va
ria
nce
1. I find it hard to relax after a day‟s work.
52
(16.5)
78
(24.7)
0
(0)
38
(12)
36
(11.4)
42
(13.3)
70
(22.2) 4.1 2.3 5.1
2. I feel drained when I finish work.
20
(6.3)
44
(13.9)
0
(0)
63
(19.9)
64
(20.3)
115
(36.4)
10
(3.2) 4.6 1.6 2.8
3. When I finish work I feel so tired I can‟t do anything else.
24
(7.6)
68
(21.5)
51
(16.1)
61
(19.3)
43
(13.6)
47
(14.9)
22
(07) 3.8 1.7 3.1
4. It‟s getting increasingly difficult for me to get up for
work in the morning. 43
(13.6)
89
(28.2)
47
(14.9)
59
(18.7)
42
(13.3)
18
(5.7)
18
(5.7) 3.3 1.7 2.9
5. I Feel burned out from my work.
44
(13.9)
90
(28.5)
0
(0)
62
(19.6)
36
(11.4)
25
(7.9)
59
(18.7) 3.8 2.1 4.5
Over All (MAS) 3.92
Values in Parenthesis ( ) show Percentage %
100
4.9.3 Mean Average Score of Employees’ Cynicism
Table No. 4.9.3 showed the mean average score of employee‟s cynicism perceived in
organizations. The mean average score along with standard deviation and variance was
calculated for cynicism consisting of six questions. As we discussed earlier that cynicism mainly
refers to when employees think that their job is meaningfulness and employee‟s lack of interest
in their job. Also, cynicism in research-oriented associations is negatively associated with
institutions' good well, commitment, and organization‟s citizenship behavior, while it is
positively associated with the turnover intentions and impression of infidelity and disloyalty
(Taylor, 2012). Question no. 5 “Working here is really a strain for me” has the maximum value
of MAS 3.1 in the given table. The value variance is 3.1 as well as the value of standard
deviation is 1.7. In the “Disagree” column this question gets 105 or (33.2%) responses out of the
selected sample size. While 52 or (16.5%) remarked it is “Strongly Disagree” and further, 57 or
(18%) respondents remain neutral. As cynicism is negatively associated with employees‟ work
engagement and positively correlated with turnover intention, thus the majority of the response
of the question falls in the negative categories. Question no.3 “I doubt the significance of my
work” has the 2.6 mean average score, standard deviation is 1.7 and variance is 2.9. This
question gets 112 or (35.4%) answers from respondents in „Disagree” and 72 or (22.8%) in
“Strongly Disagree” categories. The questions no 2, 3 and 4 have the 2.6 has the mean average
score respectively. For the question, no.2 “I feel increasingly less involved in the work I do” 95
or (30.1%) respondents submitted a response to “Disagree”, 85 or (26.9%) to “Strongly
Disagree” and 57 or (18%) to “Slightly Disagree”. Question no. 4 “I can‟t really see the value
and importance of my work” the 3 disagree categories have 235 responses collectively and the
standard deviation was 1.7 and variance is 2.9. Question no. 6 “In my opinion, I‟m inefficient in
101
my job” gets 233 respondents' responses for “Disagree” categories, which has 1.8standard
deviation and 3.3 variances along with the MAS value 2.7. Question no.1 “I have become less
interested and enthusiastic about my job” gets 70 or (22.2%) response for “Strongly Disagree”,
122 or (38.6%) for “Disagree” and 41 or (13%) for “Slightly Disagree” categories, which has 1.8
standard deviation and 2.8 variance. The overall MAS of this variable were 2.72.
102
Table No. 4.9.3 Cynicism (MAS)
S/No.
Questionnaires
Str
on
gly
Dis
ag
ree
Dis
ag
ree
Sli
gh
tly
Dis
ag
ree
Neu
tra
l
Sli
gh
tly
Ag
ree
Ag
ree
Str
on
gly
Ag
ree
MA
S
Std
. D
evia
tio
n
Va
ria
nce
1.
I have become less interested and enthusiastic about my job. 70
(22.2)
122
(38.6)
41
(13)
32
(10.1)
17
(5.4)
21
(6.6)
13
(4.1) 2.7 1.7 2.8
2.
I feel increasingly less involved in the work I do. 85
(26.9)
95
(30.1)
57
(18)
43
(13.6)
11
(3.5)
17
(5.4)
8
(2.5) 2.6 1.5 2.4
3.
I doubt the significance of my work. 72
(22.8)
112
(35.4)
43
(13.6)
38
(12)
25
(7.9)
21
(6.6)
5
(1.6) 2.6 1.7 2.9
4.
I can‟t really see the value and importance of my work. 100
(31.6)
87
(27.5)
48
(15.2)
21
(6.6)
30
(9.5)
23
(7.3)
7
(2.2) 2.6 1.7 2.9
5.
Working here is really a strain for me. 52
(16.5)
105
(33.2)
35
(11.1)
57
(18)
20
(6.3)
35
(11.1)
12
(3.8) 3.1 1.7 3.1
6. In my opinion, I‟m inefficient in my job.
92
(29.1)
98
(31)
43
(13.6)
22
(7)
22
(7)
19
(6)
20
(6.3) 2.7 1.8 3.3
Over All (MAS) 2.72
Values in Parenthesis ( ) show Percentage %
103
4.9.4 Mean Average Score of Turnover Intentions
The table 4.9.4 comprised of the three questions to measure employee‟s turnover intention
developed Nissly, J.A., Mor Barak, M.E. and Levin, A (2005). As turnover intentions are
relevant to employee intent to leave the organization due to some specific reasons, thus the
majority of the response receive from selected respondents‟ falls in negative categories of the
table. Question no. 1 “In the next few months, I intend to leave this organization” has the 2.5
MAS value, 1.7 standard deviations and 3.0 variance value. The “strongly agree” option of the
table gets 116 or (36.7%), “disagree”92 or (29.1),” slightly disagree” 15 or (4.7%) responses of
the respondents respectively. Results showed in the table clarify that question no. 2 has the value
03 for a mean average score. The question no. 2 “In the next few years, I intend to leave this
organization” the highest level 103 or (32.6%) of employee‟s response come into “Disagree”
option of the scale, which shows the intentions of those employees who still want to work with
their organization. There are 61 or (19.3%) respondents submitted their answer to “Strongly
Disagree” category. A total of 35 or (11.1%) respondents remain neutral. The employees who
“Slightly Agree” with this question are 35 or (11.1%) of the overall sample size. The 20 or
(6.3%) respondents were “agreed” to leave this organization in the next few years. The 19 or
(6.0%) respondents were strongly agreed” to leave this organization in the next few years. The
standard deviation of this question is 1.8 and the variance value is 3.2.Question no. 3 “I
occasionally think about leaving this organization “has the maximum level 4.2 value for the
mean average score. There are 97 or (30.7%) respondents supporting the “slightly agree”
category and have an idea to quit this organization. There are 71 or (22.5%) responses submitted
to the “agree” option of the Likert scale which confirming that employees occasionally think to
leave their organization due to the prevailing problems. Approximately 21 or (6.6%) respondents
104
show their will that they have plans to say goodbye to their organizations. There were 20 or
(6.3%) respondents remain neutral in favor of this question and rest of the responses supporting
the three “disagree” categories with 38 or (12%), 53 or (16.8%) and 16 or (5.1) respectively. The
Variance is 3.6 and the standard deviation is 1.9 for this question. The overall mean average
score was 3.23 and higher than 3 which is the acceptable value.
105
Table No. 4.9.4 Turnover Intention (MAS)
S/No.
Questionnaires
Str
on
gly
Dis
ag
ree
Dis
ag
ree
Sli
gh
tly
Dis
ag
ree
Neu
tra
l
Sli
gh
tly
Ag
ree
Ag
ree
Str
on
gly
Ag
ree
MA
S
Std
.
Dev
iati
o
n
Va
ria
nce
1. In the next few months, I intend to leave this
organization.
116
(36.7)
92
(29.1)
14
(4.4)
47
(14.9)
16
(5.1)
22
(7)
8
(2.5) 2.5 1.7 3.0
2. In the next few years, I intend to leave this
organization.
61
(19.3)
103
(32.6)
43
(13.6)
35
(11.1)
35
(11.1)
20
(6.3)
19
(6.0) 3.0 1.8 3.2
3. I occasionally think about leaving this organization.
38
(12)
53
(16.8)
16
(5.1)
20
(6.3)
97
(30.7)
71
(22.5)
21
(6.6) 4.2 1.9 3.6
Over All (MAS) 3.23
Values in Parenthesis ( ) show Percentage %
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4.10 Mediation Measurements
The main variable of the study is “work engagement” used as a mediator variable among the
other variables emotional exhaustion, cynicism, and turnover intention of the study. As discussed
in earlier chapters that work engagement has vital and significant effects on other variables.
There were several methods to find out or to measure the mediation effects of variable, but the
most important and precise method is SEM. This method is strongly supported by Barron and
Kenny (1986), who already made a lot of contributions in this field. As we have two independent
variables, this process has bidirectional or this mediation process was analyzed in two steps, first
emotional exhaustion and then cynicism with work engagement respectively while other contents
used accordingly.
Mediation was analyzed through the indirect effect of independent variables (X) on the
dependent variable (Y) through the mediating variable (M). The significance level of indirect
effect was analyzed with the help of “SEM”, a fundamental and vital test for measuring
mediational effects, basically, a T-test statistics which analyzed whether the indirect effect is
different than 0 (e.g. no indirect effect). It is similar to Wald‟s test in logistic regression or T-Test
in linear regression.
107
4.11 Path – Analysis
In mediation analysis, before measure the path analysis among the variable of the study, the first
step is to determine the overall model fit. Generally, AMOS software is used for mediation
analysis. Figure No. 4.3 demonstrating the standardized estimate of each observed and latent
variables. The values associated with each path are standardized regression coefficients. These
values represent the amount of change in Y given a standard deviation unit change in X.
Chi-square = 622.023
Degrees of freedom = 266
P - Value = 0.000
Figure 4.3 Overall Model Fit
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4.11.1 Summary of Model Fit
The overall model fit was analyzed through Chi-square test, labeled as notes for the model in
this output. Its value is 622.023 and the degrees of freedom are 266, retains a P-Value of 0.000
less than .001 that a Chi-square value large or larger would be obtained by chance if the null
hypothesis that the model fits the data is true. Although the P value of the Chi square test is less
than the .05 level thus, the (H0) is rejected as the data fits the overall model. In the above figure,
the values associated with each path are standardized regression coefficients. These values
represent the amount of change in (DV) or given a standard deviation unit change in X (IV).
Furthermore, the related unstandardized coefficients represent the amount of change in Y given a
single raw score unit change in X. Measuring the model fit, some of the residual creating
problems in loading the residual, thus to avoid the discrepancies for model fit the bi-directional
correlation among linked as e3 with e4 and e8 with e16.
Table No. 4.10.1 Chi-square/CMIN
Model NPAR CMIN DF P CMIN/DF
Default model
59 622.023 266 .000 2.338
Saturated model 325 .000 0
Independence model 25 2694.729 300 .000 8.982
The term RMR (root mean square residual) is the square root of the average squared amount by
which the sample variance and covariance be different from their estimates obtained under the
assumptions. The lowest value of RMR is considered is good. A zero RMR value demonstrates a
significant model fit. The following results demonstrate that the RMR value of the default model
(0.169) is the better one of the other models considered except the saturated model which has the
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value (0.000). The table No.4.10.2 additionally demonstrates the GFI (goodness of fit index) and
the ordinary scope of GFI are small or equivalent to 1, and estimation of 1 demonstrates a perfect
or complete fit. Thus, the GFI value in the following table is 0.862 which is nearest to 9, which is
accepted and supported the goodness of fit test.
Table No. 4.10.2 (Root Mean Square Residual) RMR, (Goodness of Fit Index) GFI
Model RMR GFI AGFI PGFI
Default Model .169 .862 .831 .705
Saturated Model .000 1.000
Independence Model .477 .450 .404 .415
The TLI explaining the investigation of moment structures, and is otherwise called the Bonnet
and Bentler non-normed fit file (NNFI). The common range for TLI lies from 0 to 1, and value
near to 1 demonstrates a solid and good model fit. Besides, the table No.4.10.3 shows the TLI
values is 0.832 which close to 0.9 and CFI (comparative fit index) value is 0.851.
Table No. 4.10.3 Baseline Comparisons
Model NFI
Delta1
RFI
rho1
IFI
Delta2
TLI
rho2
CFI
Default model .769 .740 .853 .832 .851
Saturated model 1.000 1.000 1.000
Independence model .000 .000 .000 .000 .000
The Root mean square error of approximation (RMSEA) “ in usual practice it has noted that an
estimation of the RMSEA of around .05 or less would show a nearby fit of the overall model in
connection to the degrees of freedom. This figure depends on subjective findings and in real-
world situations, the RMSEA value does not completely fall under the 0.05, particularly when
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the data is collected as the first hand or primary data. The RMSEA value in the following table is
0.06 which is closest and acceptable to the RMSEA threshold value. The other measures of fit
are descriptive. Hu and Bentler (1999) recommend RMSEA values should be less than 0.06.
Since the RMSEA for this model is .06 and the model fit well according to the descriptive
measures of overall model fit and consider as threshold significant.
Table No. 4.10.4 RMSEA
Model RMSEA LO 90 HI 90 PCLOSE
Default model .060 .059 .072 .000
Independence model .159 .154 .165 .000
4.11.2 Measuring Mediational Effect Case – A
(Work Engagement, Emotional Exhaustion, and Turnover Intention)
Figure 4.4 shows the mediational effect analysis among variables of the studies i.e. employees‟
work engagement, employees‟ emotional exhaustion, and employees‟ turnover intentions, and
the results describe that work engagement is negatively but significantly associated with turnover
intention. Direct effect analysis (path – c), (emotional exhaustion and turnover intentions) in the
model the value of (β = .17) for employees‟ emotional exhaustion suggest that it transports a
17% variant in the turnover intentions but this variation is significant and positive. Accordingly,
Barron and Kenny (1986) proposed the first condition of the direct effect (path - c) has been
justified. The indirect effect between the variables of work engagement and emotional
exhaustion, (path – a), has the Beta value (β = -.19) signify that it brings 19% variations and
further confirmed significant and negative relationships between work engagement and
emotional exhaustion accordingly. Thus, Barron and Kenny's (1986) second condition about the
analysis of path (a) has been justified.
111
The third step in Barron and Kenny's technique explaining that relationship between mediating
variable (work engagement) and the dependent variable (turnover intention) has to be significant.
In the indirect effect analysis, (path – b), the (β = -.14) has noted a negative and significant
association between the work engagement variable and turnover intentions variable. Thus, third
condition associate with Barron and Kenny (1986) regarding the investigations of (path -b) has
been met and justified.
Chi - square = 379.123
Degrees of freedom = 162
Probability level = .000
Figure 4.4 Mediational Effect Analysis Case – A (Standardized)
112
The Beta value of the controlled rules (path – c) which was declared significant and the direct
effect analysis showed significant effects while controlling of work engagement effects.
Consequently, as the last step recommended by Kenny (1986) has not been finally met or
justified. Nevertheless, as relationships between variables are significant at .05 levels. Thus, it is
accomplished that the employee‟s work engagement partially shows the mediating effects
between emotional exhaustion variable as long as with turnover intentions variable too. As
cleared from result of mediation analysis that employees‟ work engagement partially mediates
the relationship and effects between employees‟ emotional exhaustion with an employee‟s
turnover intention, and thus, the hypothesis of the study is partially supported.
Results from table no. 4.10.5 describe the Maximum Likelihood Estimates. The parameter
estimate is significant at p ≤ 0.05. The P – values are (.037), (.043) and (.048) which is less than
.05 shows a significant relationship between emotional exhaustion, work engagement, and
turnover intention. The C.R value of work engagement and turnover intention is (- 2.023). In
other words, the regression weight for work engagement in the prediction of turnover intention is
significantly different from zero at the 0.05 level (two-tailed). The work engagement and
emotional exhaustion critical ratios are (-2.087). Furthermore, the critical ratio between
emotional exhaustion and turnover intention is 1.947. Similarly, the regression weight for
emotional exhaustion in the prediction of turnover intention is not significantly different from
zero at the 0.05. The results of the critical ratio representing significant structural paths among
the exogenous and endogenous latent variables and all are found significant as the values of C.R
are >1.96. Similarly, the regression weight for all the work engagement indicators are
significantly predicting partial mediating effects between emotional exhaustion and overall
turnover intentions and all the indicators are considerably differ from zero at the 0.05 levels.
113
Consequently, as recommended by Barron and Kenny (1986) the last step of the mediation
process has not thoroughly accomplished and not completely fulfilling the final condition.
Although, the relationship among all variables is significant. Each standardized regression
coefficient represents the amount of change in the dependent or mediating variable for each one-
unit change in the variable predicting it. Thus, it was concluded, based on the results that
employees‟ work engagement (MV) partially mediates between emotional exhaustion (IV) and
turnover intention (DV), therefore, the hypotheses are partially supporting the subject area of the
study.
Table No. 4.10.5 Measuring Mediational Effect (Case –A)
Estimate S.E. C.R. P
Work Engagement <--- Emotional Exhaustion -.195 .094 -2.087 .037
Turnover Intention <--- Work Engagement -.278 .137 -2.023 .043
Turnover Intention <--- Emotional Exhaustion .347 .178 1.947 .048
WE9 <--- Work Engagement 1.366 .208 6.560 ***
WE10 <--- Work Engagement .849 .139 6.113 ***
EE1 <--- Emotional Exhaustion 1.000
EE3 <--- Emotional Exhaustion 1.453 .380 3.821 ***
EE4 <--- Emotional Exhaustion 1.763 .451 3.906 ***
EE5 <--- Emotional Exhaustion 2.004 .514 3.896 ***
WE1 <--- Work Engagement 1.000
WE17 <--- Work Engagement .985 .173 5.711 ***
WE14 <--- Work Engagement 1.097 .177 6.181 ***
WE15 <--- Work Engagement 1.016 .172 5.910 ***
WE16 <--- Work Engagement .510 .131 3.902 ***
WE12 <--- Work Engagement .996 .164 6.075 ***
WE3 <--- Work Engagement 1.015 .183 5.547 ***
WE4 <--- Work Engagement 1.116 .194 5.758 ***
WE6 <--- Work Engagement 1.199 .189 6.330 ***
WE7 <--- Work Engagement .769 .133 5.783 ***
WE8 <--- Work Engagement 1.250 .194 6.459 ***
TI1 <--- Turnover Intentions 1.000
TI2 <--- Turnover Intentions 1.172 .107 10.969 ***
TI3 <--- Turnover Intentions .738 .081 9.113 ***
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4.11.3 Measuring Mediational Effect (Case –B)
(Work Engagement, Cynicism and Turnover Intentions)
Figure No. 4.5 illustrating the mediational effect analysis among employees‟ work engagement,
cynicism and employees‟ turnover intentions. The final condition of Barron and Kenny (1986) is
to check the whole model for mediational effects. The results of figure 4.5 portrayed that the
direct effect analysis (path – c) the association between employees‟ cynicism and turnover
intentions are positive and significant. Beta value (β = .26) of cynicism in the model
demonstrates the total effect that it caused a 26% variation in the employees‟ turnover intention.
Each standardized regression coefficient represents the amount of change in the dependent or
mediating variable for each one-unit change in the variable predicting it. Accordingly, Barron
and Kenny (1986) proposed the first condition for mediation analysis (significant relationship)
about the direct effect (path - c) has been justified. During the analysis, in the indirect effect
analysis between cynicism and work engagement, (path – a), the Beta value (β = - 0.22) has
recorded which shows the significant and negative association between work engagement as
(mediating variable) and cynicism (independent variable) and truly justified the hypothesis and
acknowledged the Barron and Kenny (1986) second condition about the indirect effect (path - a)
has been met and fulfilled. While the (path – b), the indirect effects between employees‟ work
engagement and employees‟ turnover intentions also shows negative relationship as cleared for
its Beta value (β = - 0.11) which is slightly low and caused little deviation in the turnover
intentions among the employees‟ of higher academic organizations and supporting Barron and
Kenny (1986) third assumption of the mediation analysis about direct effects (path-b) has been
justified.
115
The Beta value of the controlled rules (path – c) that was noted and shows significant during the
direct effect analysis, and it is still significant while measuring the controlling effects of
mediating variable employees; work engagement. Consequently, last step recommended by
Barron and Kenny (1986) has not been completely met or accomplished. Although, the
relationship between these variables are significant at 0.05 levels. Thus, it is accomplished that
work engagement partially shows the mediating effects between the dimension of burnout i.e.
cynicism with employee turnover intentions. Hypotheses of the study are partially supported as
cleared from mediation analysis that employee‟s work engagement is playing partially mediating
role between employee‟s cynicism with employee turnover intentions.
Chi-square = 507.486
Degrees of freedom = 186
Probability level = 0.000
Figure 4.5 Mediational Effect Analysis Case – B (Standardized)
116
Table no. 4.10.6 describes the results of the Maximum Likelihood Estimates of the mediational
model II (case – B). The parameter estimate is significant at p ≤ 0.05. The P – values are (.003),
(.107) and (0.000) which is less than 0.05 shows significant relationships among employees‟
cynicism, employees‟ work engagement, and employees‟ turnover intentions. As discussed
earlier that C.R values are considered as the level of significance and the C.R value of work
engagement and cynicism is (-2.952). Further, the regression weight for cynicism in the
prediction of work engagements significantly different from zero at the 0.001 level (two-tailed).
The C.R value between turnover intentions and work engagement is (– 1.611). The regression
weight for work engagement in the prediction of turnover intention is not significantly different
from zero at the 0.05 level (two-tailed). The C.R value between turnover intentions and cynicism
is (3.578). Similarly, the regression weight for cynicism in the prediction of turnover intention is
significantly different from zero at the 0.001 level (two-tailed).
The results of critical ratio representing significant structural paths among the exogenous and
endogenous latent variables and all are found significant as the values of C.R are > 1.96 i.e.
6.993, 6.443, 6.039, 6.731, 6.398, 4.570, 6.569, 5.971, 6.213, 6.148, 6.016, 6.847, 11.452, 9.222,
9.520, 9.920, 9.493 and 6.808. Similarly, the regression weight for all the work engagement
indicators are significantly predicting partially mediating effects between emotional exhaustion,
cynicism and overall turnover intentions and all the indicators are significantly deviant from „0‟
at 0.05 level. Consequently, as recommended by Barron and Kenny (1986) the last step of the
mediation process has not thoroughly accomplished and not completely fulfilling the final
condition. Although, the relationships among all variables are significant. Thus, based on the
results, it was determined, that employees‟ work engagement (MV) shows partial mediation
117
between cynicism (IV) and employees‟ turnover intentions (DV), therefore, the hypotheses are
partially supporting the subject area of the study.
Table No. 4.10.6 Measuring Mediational Effect (Case –B)
Estimate S.E. C.R. P
Work Engagement <--- Cynicism -.135 .046 -2.952 .003
Turnover Intention <--- Work Engagement -.206 .128 -1.611 .107
Turnover Intention <--- Cynicism .306 .085 3.578 .000
WE9 <--- Work Engagement 1.242 .178 6.993 ***
WE10 <--- Work Engagement .776 .120 6.443 ***
WE1 <--- Work Engagement 1.000
WE17 <--- Work Engagement .927 .153 6.039 ***
WE14 <--- Work Engagement 1.082 .161 6.731 ***
WE15 <--- Work Engagement 1.001 .156 6.398 ***
WE16 <--- Work Engagement .570 .125 4.570 ***
WE12 <--- Work Engagement .949 .144 6.569 ***
WE3 <--- Work Engagement .994 .166 5.971 ***
WE4 <--- Work Engagement 1.093 .176 6.213 ***
WE6 <--- Work Engagement 1.154 .188 6.148 ***
WE7 <--- Work Engagement .697 .116 6.016 ***
WE8 <--- Work Engagement 1.119 .163 6.847 ***
TI1 <--- Turnover Intention 1.000
TI2 <--- Turnover Intention 1.121 .098 11.452 ***
TI3 <--- Turnover Intention .736 .080 9.222 ***
Cynicism6 <--- Cynicism 1.000
Cynicism5 <--- Cynicism 1.020 .107 9.520 ***
Cynicism4 <--- Cynicism 1.068 .108 9.920 ***
Cynicism3 <--- Cynicism .922 .097 9.493 ***
Cynicism1 <--- Cynicism .645 .095 6.808 ***
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V. Summary, Conclusions and Recommendations
5.1 Summary of Findings
The main objective of this study was to observe the association of work engagement between
cynicism, emotional exhaustion and employees‟ turnover intentions in the higher education
sector. The results showed that employee‟s turnover intentions have causal relationships with
emotional exhaustion and cynicism. Both cynicism and emotional exhaustion have a positive and
significant relationship with employees‟ turnover intentions. Furthermore, several employees‟
does not produce the required level of performance even though they are engaged with their
work, because of this factor that other variables also contributing to employee performance such
as (job satisfaction, organizational commitment, perceived job performance, etc.) although the
work engagement is still positive and significant.
The past studies demonstrate that employees‟ engagement is specifically shown a positive and
significant relationship with the organization‟s performance. In this study, an attempt was made
to investigate the mediational role of employees‟ work engagement with burnout characteristics
and employee turnover intentions in higher educational institutions. The mediation was analyzed
according to Barron and Kenny's (1986) four-step process of mediation in two separate phases
i.e. work engagement with emotional exhaustion and turnover intentions and work engagement
with cynicism and turnover intentions. In both the mediation models the direct effects of
emotional exhaustion regression value (β = 0.17, p< 0.01) and cynicism regression value (β =
0.26, p< 0.01) was found positively and significantly, indicating workers intents of turnover
among the employees‟ in selected organizations. As the results show that if working environment
of the organization is not cooperative, the employees suffering from emotional exhaustion and
creates a cynical approach which leads to employees turnover intentions and searches for
119
alternate jobs. The dimensions of both aspects of burnout (emotional exhaustion, cynicism) are
negative and significant relationship with work engagement among the employees declaring
indirect effects, as cleared from the Beta value of emotional exhaustion (β = - 0.19, p < 0.05) and
cynicism Beta value (β = - 0.22, p < 0.01). At the same time, the employees‟ work engagement
also shows a significant and negative relationship with turnover intentions which leads them to
quit the organization and work engagement Beta value (β = - 0.14, p < 0.05). These results fulfill
the mediation conditions of Barron and Kenny (1986). All variables show significant
relationships and the last step of mediation explain by Barron and Kenny (1986) do not meet
which clarifies the partial mediation among the variables. The same results are reported by
Koyuncu et al. (2006); Saks (2006); and Schaufeli and Bakker (2004). Sims (2007) in his study
conducted in Australia also supported that the employees‟ emotional exhaustion and cynicism
are the forecasters of employees‟ turnover intentions. This study has also concluded that
employees‟ work engagement decreasing the impact of job burnout (cynicism, emotional
exhaustion) on the employees‟ turnover intentions. The employees‟ work engagement partially
mediated between the dimensions of job burnout and employees‟ turnover intentions.
The selected organizations are also suffered a lot from natural disasters like heavy floods,
earthquakes and from the military insurgency in the recent past too. As these institutions are
quite young and they have not enough employees‟ redressal systems and there are many more
characteristics of job which directly or indirectly effecting employee‟s performance. These
characteristics include organization environment, job autonomy, employee commitment, worker
intrinsic and extrinsic motivation, organization culture, job stress, workload pressure, employee
satisfaction, etc. despite employee cynicism and emotional exhaustion which predicting
employee turnover intentions. Work engagement was used as a mediator tool with the aim to
120
decrease the employees‟ intention to leave their organization which arose from organizational
cynicism and employees‟ emotional exhaustion.
5.2 Conclusions
The data was collected from the universities employees for this study. Results indicated that a
most of the employees showed high degree of employees‟ work engagement and a few
employees showed low degree of work engagement, and high burnout. The analysis illustrated
that those employees whose burnout levels are high, majority have high levels of turnover
intentions. The job burnout (cynicism, emotional exhaustion) have positive and significant
effects on the employees‟ turnover intentions. The present findings also support previous studies
on the subject matter, and as it clear from Pearson correlation results that workers who are highly
engage in work have low level of turnover intentions. Those employees who are engaged in their
work and willing to work hard with a positive state of mind, thereby allowing them to achieve
more and more in the working environment (Bakker & Demerouti, 2008). Employees‟ turnover
intention, emotional exhaustion and other attitude and behavior related with workplace are
greatly influence by work engagement and have shown its significant effects. The analysis
results point to that work engagement was the greater predictor of turnover intentions.
Finally, mediation analysis results shown that work engagement mediate the relationship among
emotional exhaustion, cynicism and turnover intentions. According to job demand resources, that
the relationships between accessible job resources and employees‟ turnover intentions has been
mediates through work engagement (Schaufeli & Bakker, 2004).
According to Demerouti et al. (2001) that scarcity of resources affecting the levels of job
demands achievement, which directly influence the employees‟ will to quit. Similarly,
withdrawal behaviors can rise to work disengagement of workers. The Job Demand Resources
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model demonstrated that job resources are the predictor of work engagement (Bakker et al.,
2003). Explicit job resources, like social care by coworkers, managerial training, and
performance reaction and time management shows negative and significant association with
employees‟ intentions to leave. Also, work engagement mediates this relationship (Bakker et al.,
2003). Job demands, such as workload, irregularity in the job and psychological stresses are all
the potential predictors of emotional exhaustion (Bakker et al., 2003). Moreover, emotional
exhaustion and cynicism are the dimensions of burnout and is the leading indicators of the
burnout disorders (Lee & Ashforth, 1993; Maslach & Jackson, 1981).
The results of this study contribute to the mediating role of work engagement and its effects on
employees‟ turnover intentions. Since workers engagement is understood as a basic segment of
every organization, and the engaged employees are adds more efforts to achieving positive
results.
Sims (2007) conducted a study an Australia in which he founds and recommended that the
cynicism and emotional exhaustion is the true indicators of employees‟ turnover intentions.
Similarly, work engagement meditates the effects of cynicism and emotional exhaustion on the
turnover intentions. It is concluded from results that employees‟ work engagement shows
partially mediating effects among employees‟ cynicism, employees‟ emotional exhaustion, and
employees‟ turnover intentions.
Majority of public sector higher education institutions have centralized and bureaucratic
functional system. The key attributes of such like institutions that possessing strict and
authoritarian system to operate, and rigid employees‟ monitoring system could cause workers
with low level of work engagement and abnormal state of employee‟s cynicism. The noticeable
purpose behind these negative outcomes are that workers are not allowed to utilize their skills
122
and abilities efficiently, rather then they are compelled to leave because of successive
disappointments from the past years.
5.3 Recommendations
The results of the study had shown that employees‟ work engagement, burnout dimensions and
turnover intentions have a partial mediating relationship. In every organization employees should
be aware of what is expected of them and how they can support their organizations. Work
engagements also empower the employees to increase and develop them, subsequently,
decreasing the levels of turnover intentions. Therefore, the organization should propose workers
job schedules in such a manner that they can find attachment in their duty and with the working
environment too. It is the basic requirement of the administration, to support the employees in
building confidence, establish routines and set accurate objectives for the workers to accomplish
efficiently. By adopting such mechanisms the employees‟ effectiveness and functioning will be
improved which will leads to organization sustainability.
Organizations should provide flexible work schedule to their workers to keep balance in work
life. And also develop mutual trust among the co-workers. Furthermore, it is the responsibility of
the organizations to have a proper system of appraisal and rewarded efficient and effective
employees, which will decrease the employees‟ burnout and turnover intentions. Another
important and essential psychological condition for work engagement is employees‟ safety and
security. Organization should provide a working atmosphere in which employees‟ feel free about
safety and security which ultimately improve their efficiency.
Financial incentives play a vital role employees‟ career. Although, no such evidence has been
include in this study to improve the significance of the model and to indicate fluctuation about
the importance of workers engagement and retentions. To reduce the effects of emotional
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exhaustion, cynicism and turnover intentions among employees, organisations must have to
provide fringe benefits to their employees‟ to sustain their competitiveness. To minimize the
cynicism effects in the organization, interdependence and Teamwork are synonymous with
current organisations, as employees have to rely on their co-workers.
5.4 Contribution of the Study
This research relates to equally to theory and practice in several respects. Firstly, by examining
the essential mechanism, which test the relationship of the burnout (cynicism, emotional
exhaustion) features with turnover intentions, the research progresses our consideration of the
association between turnover intention and their background. Suggestively, the effects on
turnover intentions of worker burnout symptoms are instantaneous and emotional reaction
leading to leaving intentions. It has emerged that work engagement is essential for organization
which seeking to gain competitive advantages by retaining talented workers. Since it has
previously clarified that work engagement is not only important within organizations, but also
significant and essential affective mechanism that underlies the relationship between employee
and employer. Although engaged employees experience positive and significant emotions in
their jobs, as these employees have feeling like happiness, anticipation, interest and enthusiasm.
Consequently, they have a lower tendency to leave their organizations.
Secondly, this study clarifying and provide new horizon on JD-R theory, the underlying
phenomenon as well as the relationship between employees‟ burnout characteristics and turnover
intentions. By analyzing the JD-R theory, demonstration the mediating effects of work
engagement on job burnout directly as well as indirectly on the employee turnover intentions. By
adopting the mediational approach of work engagement to analyze turnover intentions, this study
contributes to a better consideration of the succeeding effects of individual differences on the
124
relationship between burnout features and employees‟ turnover intentions. It was fond that
although all workers have benefits from exquisite working environment as they show more
productivity and efficiency in the workplace, as observed that highly engaged employees involve
themselves physically and psychologically in their work task and demonstrate stronger effects on
worker turnover intentions and mediated effects of employees‟ work engagement.
Thirdly, the study explores the above mentioned association within an earlier ignored and
significant sample, employees of the higher education institution in a particular region.
5.5 Limitation and Future Study
This study has several limitations. First, the study was cross-sectional; hence any inferences
regarding causality might be limited. Second, the primary data was collected on adopted
questionnaires for all variables; an attempt was made to decrease common method bias,
however, the possibility of this error cannot be ignored. This study was conducted on the
association of mediation of employees‟ work engagement between burnout dimensions and
employees‟ leaving intentions are exceptional and should be analyzed further. The tendency of
employees‟ work engagement to mediate relationships between burnout and turnover intentions
among faculty are only to partial extent that may point out to the possibility of multiple variables
in higher education institutions perspective mediate the relationship. Past studies have revealed
that this association is mediated by the degree of an employee‟s intrinsic motivation or other
critical psychological conditions (Hackman and Oldham, 1975). In future more intervening
variables might be added in the relationship between work engagement, emotional exhaustion,
cynicism and turnover intentions. For example, employee career development, fringe benefits,
employee promotion, reward and appraisal system, safety and security, employee devotion,
supportive organizational environment and employee‟s organizational networking one or more
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are the factors might be an important mediator for the job characteristics-turnover intentions
relationship. Researchers have identified that the contextual factors related to work environments
can influence turnover intentions (Arshad, 2016; Griffeth et al., 2000). The literature indicated in
lines associations between all independent variables and dependent variable turnover intentions
(Saks, 2006; Knudsen et al., 2006; Bakker & Schaufeli 2004; Sims, 2007), except for work
engagement. Nevertheless, no considerable proof of a relationship between the predictive model
as a whole and turnover intentions is needs to be addressed in future longitudinal research
projects. In this study, roughly some of the aspects relevant to turnover intentions remains
unexplained, which begs the question as to what other variables should be included in this
model? Future research can explore the possibility of an extended model that better explains
turnover intentions.
Future researchers are urged to analyze greater numbers of predictor variables when attempting
to explain employees‟ leaving intents. Eventually, this study was conducted in a particular area
and to achieve more broaden role of the findings, future studies should be carried out in other
developing as well as developed nations.
5.6 Implications for Practice
There are many implications of this study. The results of the study have shown that employees‟
work engagement significant role of mediation between cynicism, emotional exhaustion and
employees‟ intentions to quit the organization. To signify the motivational role of work
engagement, organization must provide more support, guidance, autonomy, feedback and job
clarity. Meanwhile, the work engagement is a vital condition for managerial retention;
organizations should explore the reasons and then maintain the level of enthusiasm that
employees‟ bring to work. Organizations must invoke work (re)design approaches in working
126
environments which will significantly decrease employees‟ turnover intentions. Continues
assessment of workers job perceptions regarding several characteristics of job and organization
and work engagement through assuming recent technological skills and short surveys will help in
capturing real-time employees‟ experiences of work atmosphere (Singh et al, 2016) and making
improvements by essential interventions within a specified interval time.
This study has 13% of female population. Female employees in male dominating culture have
many implications. The administration should provide special consideration to female employees
to have the stronger bond between work engagement and turnover intentions. In this regard,
though improvements have been made, the recent working environment cannot adequately
support gender equality and ensure work engagement. As Bozcaga (2013) claims, unless the
domestic workload on female is decreased, increased duties both at work and at home will
weaken social rights and leave women more vulnerable to poverty and social exclusion. The
provision of suitable working environment to female workers like daycare facilities, substitute
working arrangements, and additional assistances would empower working women to
equilibrium their work and family interaction. Such working atmosphere would enable female
workers decreasing their turnover intentions.
Thus, administration can implement interventions to moderate the negative results of turnover
intentions. To increase workers employability, administration should arrange training and
development programs which improve their competency and skill level. Furthermore, following
the grounds of Job Demand Resource theory, it is recommended that administrators bring
improvements in job resources by providing a collaborative working environment, scrutinize
organizational objectives and endorsing mutual trust between administrations and thereby buffer
the strains of employees‟ turnover intentions (Schaufeli and Taris 2014).
127
Finally, organizations spent a lot of financial and other resources on hiring and training of
employees particularly at the managerial levels and organizations cannot bear turnover of
professional employee, consequently, which leads to potential complications for effectiveness.
Therefore, organizations may needs to consider the inclusion of some standards of personality in
their recruitment process.
128
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Appendix - A
Demographic Information
General Instruction:
Please tick well, in the most appropriate responses and fill in the blank spaces where necessary.
1 Gender: Male {1} Female {2}
2. Marital Status: Married {1} Unmarried {2}
3. Age (Years):
(1) 20-30 { } (2) 31-40 { } (3) 41-50 { } (4) 51-60 { } (5) 60 + { }
4. Highest Academic qualification:
(1) Masters { } (2) M. Phil { } (3) Ph.D { } (4) Other{ }
5. Monthly income: Rs. (in Thousands)
(1) 50-60 { } (2) 70-80 { } (3) 90-100 { } (4) 110-130 { } (5) 150 -200 { }
6. Nature of Duty: 1.Faculty { } 2. Administrative { }
7. Current Position:
1. BPS-17{ } 2. Lecturer or BPS-18 { } 3. Assistant Professor or BPS-19 { }
4. Associate Professor or BPS-20 { } 5. Professor or BPS 21 { }
8. Total duration in this organization (Years):
(1) 1-3 { } (2) 4-6 { } (3) 7-10 { } (4) 11-15 { } (5) 15 + { }
9. Department: (1) Teaching Department { } (2) Establishment { } (3) Finance Section { }
(4) Works Department { } (5) Examinations Section { }
144
Appendix - B
Please select one appropriate response from the following
S/No.
Work Engagement
“A highly involved, strongly commitment and completely
satisfaction with organizational objectives”.
Str
ong
ly D
isag
ree
1
Dis
agre
e
2
Sli
gh
tly D
isag
ree
3
Neu
tral
4
Sli
gh
tly A
gre
e
5
Ag
ree
6
Str
ong
ly A
gre
e
7
1. At my work, I feel bursting with energy.(VI1) 1 2 3 4 5 6 7
2. At my job, I feel strong and vigorous.(VI2) 1 2 3 4 5 6 7
3. When I get up in the morning, I feel like going to work.(VI3) 1 2 3 4 5 6 7
4. I can continue working for very long periods at a time.(VI4) 1 2 3 4 5 6 7
5. At my job, I am very resilient, mentally.(VI5) 1 2 3 4 5 6 7
6. At my work I always persevere, even when things do not go well.(VI6) 1 2 3 4 5 6 7
7. I find the work that I do full of meaning and purpose.(DE1) 1 2 3 4 5 6 7
8. I am enthusiastic about my job. (DE2) 1 2 3 4 5 6 7
9. My job inspires me.(DE3) 1 2 3 4 5 6 7
10. I am proud on the work that I do.(DE4) 1 2 3 4 5 6 7
11. To me, my job is challenging.(DE5) 1 2 3 4 5 6 7
12. Time flies when I'm working.(AB1) 1 2 3 4 5 6 7
13. When I am working, I forget everything else around me.(AB2) 1 2 3 4 5 6 7
14. I feel happy when I am working intensely.(AB3) 1 2 3 4 5 6 7
15. I am immersed in my work.(AB4) 1 2 3 4 5 6 7
16. I get carried away when I‟m working.(AB5) 1 2 3 4 5 6 7
17. It is difficult to detach myself from my job.(AB6) 1 2 3 4 5 6 7
Source: Utrecht Work Engagement Scale UWES; (Bakker and Schaufeli, 2003) V=Vigor, DE = Dedication, AB=Absorption
145
S/No.
Emotional Exhaustion
“Workers feel they are no longer able to give themselves at a
psychological level, tired, fatigued and their emotional energies are
drained”. Str
ong
ly D
isag
ree
1
Dis
agre
e
2
Sli
gh
tly D
isag
ree
3
Neu
tral
4
Sli
gh
tly A
gre
e
5
Ag
ree
6
Str
ong
ly A
gre
e
7
6. I find it hard to relax after a day‟s work. 1 2 3 4 5 6 7
7. I feel drained when I finish work. 1 2 3 4 5 6 7
8. When I finish work I feel so tired I can‟t do anything else. 1 2 3 4 5 6 7
9. It‟s getting increasingly difficult for me to get up for work in the morning. 1 2 3 4 5 6 7
10. I Feel burned out from my work. 1 2 3 4 5 6 7
Source: Maslach Burnout Inventory General Survey (MBI-GS 1996)
Source: Maslach Burnout Inventory General Survey (MBI-GS 1996)
S/No.
Cynicism
“Lack of interest in the job and job meaningfulness. An
emotional reaction to workers‟ doubts of organizational
integrity, Disengagement from work”. Str
on
gly
Dis
agre
e
1
Dis
agre
e
2
Sli
ghtl
y D
isag
ree
3
Neu
tral
4
Sli
ghtl
y A
gre
e
5
Ag
ree
6
Str
on
gly
Ag
ree
7
1. I have become less interested and enthusiastic about my job. 1 2 3 4 5 6 7
2. I feel increasingly less involved in the work I do. 1 2 3 4 5 6 7
3. I doubt the significance of my work. 1 2 3 4 5 6 7
4. I can‟t really see the value and importance of my work. 1 2 3 4 5 6 7
5. Working here is really a strain for me. 1 2 3 4 5 6 7
6. In my opinion, I‟m inefficient in my job. 1 2 3 4 5 6 7
146
S/No.
Turnover Intention
“Conscious and intentional willfulness and tenacity to leave an
organization. The intention of individuals to voluntarily quit or
resign from an organization”.
Str
ong
ly D
isag
ree
1
Dis
agre
e
2
Sli
gh
tly D
isag
ree
3
Neu
tral
4
Sli
gh
tly A
gre
e
5
Ag
ree
6
Str
ong
ly A
gre
e
7
1. In the next few months I intend to leave this organization 1 2 3 4 5 6 7
2. In the next few years I intend to leave this organization 1 2 3 4 5 6 7
3. I occasionally think about leaving this organization 1 2 3 4 5 6 7
Source: Organizational turnover intention (Nissly, J.A., Mor Barak, M.E. and Levin, A. 2005).
147
Appendix - C
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149
150
