Does Emotional Fabrication Matters? The Role of Emotional and Promotional Strategies in Predicting Turnover Intentions

Abstract

Employee turnover has significant implications for organizations, including increased costs associated with recruitment, training, and loss of experienced employees. This study aims to explore the antecedents of employee turnover, specifically focusing on the role of promotional strategies. The research investigates the factors that contribute to employee turnover, such as dissatisfaction, lack of support, emotional burnout, biased promotions, inadequate training, and poor communication within the organizational hierarchy. The study also examines the impact of promotion-focused strategies on reducing turnover by enhancing employee motivation, productivity, and loyalty. The study adopts a comprehensive approach to understand the relationship between turnover and promotional strategies in the context of call centers. By analyzing the antecedents of turnover intention, this research provides valuable insights for organizations to address the underlying factors that contribute to turnover and implement effective strategies to reduce turnover rates. Data was collected from 295 call center employees from various private call centers. The research design of this study was non-experimental, quantitative and correlational in nature. The findings validated several hypotheses, including the positive link between emotional labor strategies and emotional burnout, the association between burnout and employee incivility, and the positive relationship between employee incivility and turnover intention. Nevertheless, the findings confirmed the positive relationship between regulatory focus strategies and service performance, the negative association between service performance and turnover intention, and the positive link between customer incivility and emotional burnout.