Exhausted employees do not leave, disengaged employees do: A case of the Indian construction industry

The purpose of this study is to examine the mechanisms that explain how burnout mediates the relationship between job demands and turnover intention. Responses on job demands [workload (WOL) and time pressure (TPR)], burnout [exhaustion (EXH) and disengagement (DIS)], and turnover intention (TOI) were sought, employing standard measures. The valid data (N=199), thus collected, were analyzed using partial least squares structural equation modeling (PLS-SEM). The significant mediating effects of TPR, i.e., WOL→TPR→DIS (H02) and WOL→TPR→EXH (H03), indicate that excessive workload on construction projects enhances time pressure, which in turn leads to disengagement and exhaustion. Similarly, the significant mediating effects of EXH, i.e., WOL→EXH→DIS (H04) and TPR→EXH→DIS (H05), indicate that workplace demands lead to exhaustion; disengagement sets in later. Furthermore, the significant mediating effects of DIS, i.e., WOL→DIS→TOI (H08), TPR→DIS→TOI (H09), and EXH→DIS→TOI (H10), suggest that in the wake of excessive demands and exhaustion, employees are likely to feel disengaged and eventually consider quitting the organization. With respect to the research implications, this study attempts a multi-theoretic conceptualization following it up with comprehensive mediation analyses. With respect to the practical implications, the study findings call for actionable strategies in the domains of work design, training, and supervisor support.