The Research Of The Link Between Embeddedness,Perceived Organizational Support And Job Burnout

To improve the efficiency of organization, retain talented employee and reduce the turnover rate are the problems that many enterprises particularly concerned about. Job-burnout is one of factors that can affect these problems. Organizational performance has always been main part of the corporation management. Employees’ job-burnout----the factor that affects organization performance has become a more and more significant problem that managers cannot neglect. Studies have shown that employees’ job-burnout reduces the work enthusiasm of the staff, leads to the group internal resources depletion, increases the departure motive, which force a direct impact on the working performance of the organizationand increase the company’s human resource cost and finally cause instability within the company. On the sight of both organization and individual, the research tries tostudy the way how job embeddedness and perceived-organizational-support influence employees’ job-burnout.Based on the theories on embeddednessand perceived-organizational-support and job-burnout, this research formulatesd embeddedness as independent variables, job burnout as dependent variables and presumedperceived-organizational-support as intermediary variables. With 255 completed and qualified samples and the statistical tool we conducted an empirical study and undergo tests the hypotheses had been proved correct. Empirical research results indicate that a high degree of embeddedness and perceived-organizational-support could somehow relieve the pressure of job-burnout, with discussion of the theoretical andpractical implicationwe can finally draw the conclusion that our research on the topic----organization performance promotion, should pay more attention on the degree of embeddedness and concetrate upon perceived-organizational-support.