Job Demand-Resource, Burnout, Organizational Commitment and Turnover Intention:Evidence from Volunteers of the National Museum of Natural Science

• Main Authors: Hsing-JuLai, 賴幸如
• Other Authors: Ching-Fu Chen
• Format: Others
• Language: zh-TW
• Published: 2010
• Online Access: http://ndltd.ncl.edu.tw/handle/06246111071067162470

碩士 === 國立成功大學 === 高階管理碩士在職專班 === 99 === Although the primary target of most enterprises was to gain great benefit, some employees who devoted themselves to their career to join volunteer groups were worthy to admire the behavior spent their time and effort to provide various services for the public. This phenomenon was driven the motivation of the study to explore why they would have a higher willingness to involve the activities after working or at their leisure time. Based on job demand-resource model, the objective of this study is to further understand the factors that influence volunteers toward turnover intention in organization. A research model was postulated that two factors, burnout and organizational commitment, played as mediated variables between job demand-resource and volunteers toward turnover intention. For the measurement of the constructs in the model, all items were measured on a five point Likert-type scales. Data from a survey of organization that 190 effective responses were coming from voluntary workers at the National Museum of Natural Science were used empirically to test the research model. To evaluate the overall model to the data, Confirmatory Factor Analysis (CFA) was adopted to verify the validity and reliability of the measurement model, and Structural Equation Modeling (SEM) technique was used to evaluate the causal model. As expected, results from a series of statistical analysis indicated as follows: (1) both job demands and job resources played two important antecedent variables of the burnout, and in turn, significantly influenced on volunteers toward turnover intention; (2) organizational commitment was influenced by burnout with negative significance, and was impacted by job resources via both directly and indirectly; (3) burnout and organizational commitment as predictors of volunteers toward turnover intention indicated that the influence of burnout on turnover intentions was higher significance than organizational commitment. Practical implications revealed that a relatively important issue was emphasized on how to reduce employee’s burnout and enhance organizational commitment in the field of organizational management.