Workplace bullying and employees’ turnover intention in hospitality industry: evidence of Nepal

Biswakarma, Gangaram; Aithal, Perdoor Sreeramana; Singh, Sanju Kumar; Gnawali, Achyut; Ghimire, Jayanta Article Workplace bullying and employees’ turnover intention in hospitality industry: evidence of Nepal Cogent Business & Management Provided in Cooperation with: Taylor & Francis Group Suggested Citation: Biswakarma, Gangaram; Aithal, Perdoor Sreeramana; Singh, Sanju Kumar; Gnawali, Achyut; Ghimire, Jayanta (2024) : Workplace bullying and employees’ turnover intention in hospitality industry: evidence of Nepal, Cogent Business & Management, ISSN 2331-1975, Taylor & Francis, Abingdon, Vol. 11, Iss. 1, pp. 1-17, https://doi.org/10.1080/23311975.2024.2317197 This Version is available at: https://hdl.handle.net/10419/326086 Standard-Nutzungsbedingungen: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Zwecken und zum Privatgebrauch gespeichert und kopiert werden. 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If the documents have been made available under an Open Content Licence (especially Creative Commons Licences), you may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by/4.0/ Cogent Business & Management ISSN: 2331-1975 (Online) Journal homepage: www.tandfonline.com/journals/oabm20 Workplace bullying and employees’ turnover intention in hospitality industry: evidence of Nepal Gangaram Biswakarma, Perdoor Sreeramana Aithal, Sanju Kumar Singh, Achyut Gnawali & Jayanta Ghimire To cite this article: Gangaram Biswakarma, Perdoor Sreeramana Aithal, Sanju Kumar Singh, Achyut Gnawali & Jayanta Ghimire (2024) Workplace bullying and employees’ turnover intention in hospitality industry: evidence of Nepal, Cogent Business & Management, 11:1, 2317197, DOI: 10.1080/23311975.2024.2317197 To link to this article: https://doi.org/10.1080/23311975.2024.2317197 © 2024 The Author(s). Published by Informa UK Limited, trading as Taylor & Francis Group Published online: 29 Feb 2024. Submit your article to this journal Article views: 3608 View related articles View Crossmark data Citing articles: 5 View citing articles Full Terms & Conditions of access and use can be found at https://www.tandfonline.com/action/journalInformation?journalCode=oabm20 ManageMent | ReseaRch aRticle Cogent Business & ManageMent 2024, VoL. 11, no. 1, 2317197 Workplace bullying and employees’ turnover intention in hospitality industry: evidence of Nepal gangaram Biswakarmaa,b , Perdoor sreeramana aithalc , sanju Kumar singhd , achyut gnawalib and Jayanta ghimireb ainstitute of Management and Commerce, srinivas university, Mangalore, india; bschool of Management, tribhuvan university, Kathmandu, nepal; cinstitute of Management and Commerce, srinivas university, Mangalore, india; dDepartment of Management, Faculty of economics and Business, airlangga university, surabaya, indonesia ABSTRACT Bullying influence individuals, organizations and society, requiring support for individuals, causing mental stress leading to exhaustion and potential employee turnover. this study examines the effect of workplace bullying on turnover intentions among hotel employees, including emotional exhaustion as mediator. this study includes five star and non-five-star hotel staffs. a sample of 323 hotel employees were considered in convenience for self-administered questionnaires survey. Data analysis and model fit were conducted with smartPls 4 and sPss 24. this study found that workplace bullying sustainably influence turnover intention through emotional exhaustion among hotel employees. this study concludes that workplace bullying is vital in connection with the turnover intention. this shows a bullied employee leave the organisation while emotionally exhausted. social support, organizational culture or the way the executive leads matters taking it to a positive endeavor. Introduction Workplace bullying refers to repetitive, systematic and chronic acts of harassment, offense, social exclusion or bad impact on an employee’s performance in the workplace (einarsen et al., 2020). Workplace bullying is part of a spectrum of inappropriate conduct that ranges from being unpleasant to being violent (Baron & neuman, 1998). harassment in the workplace is harmful for both the person being harassed and the company that employs them. gonzalez-Mulé et al. (2013) noted that as a consequence of bullying in the workplace, both management costs and the rate of employees leaving the company swing up. this makes the organization less productive. some people call bullying at work ‘emotional abuse at work’ or ‘workplace mobbing’ (Barker etal., 2013). Bullying is something that hurts people, which is why it hurts the performance of an organization when it happens. so, most employees are afraid at work and do not want to talk about their problems with their coworkers or managers (townend, 2008). Bullying at work can lead to a bad working environment that makes the victim want to quit (leymann, 1990). Bullying in the workplace can consequence into mental health related stress (nielsen & einarsen, 2012), burnout and emotional exhaustion (Wu & hu, 2009), emotionally worn-out and drained, accumulated stress (cafasso, 2019), feeling of tiredess and fatigued excessive job stress or demand (cropanzano & Wright, 1998), bullied employees will not perform their assigned tasks properly or engage in extra-role © 2024 the author(s). Published by informa uK Limited, trading as taylor & Francis group CONTACT sanju Kumar singh [email protected] Department of Management, Faculty of economics and Business, airlangga university, surabaya, indonesia. https://doi.org/10.1080/23311975.2024.2317197 this is an open access article distributed under the terms of the Creative Commons attribution License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited. the terms on which this article has been published allow the posting of the accepted Manuscript in a repository by the author(s) or with their consent. ARTICLE HISTORY Received 16 June 2023 Revised 8 December 2023 accepted 2 February 2024 KEYWORDS Workplace bullying; employee exhaustion; employees’ turnover intentions; hospitality industry; sustainability REVIEWING EDITOR huifen (helen) cai, Middlesex University Business school, United Kingdom SUBJECTS hotel Management; the hospitality industry; hospitality Management 2 g. BisWaKaRMa etal. behaviors that contribute to the organization’s competitive advantages (tanova & nadiri, 2010) and makes things worse for organisations as well (Fay et al., 2014). according to a poll conducted by the United states World Bullying institute in 2021, 79.3 million american workers are affected by workplace bullying. targets of workplace bullying experience negative emotions, leading to emotional exhaustion. employees with long and tired feelings are more likely to want to leave the company (srivastava & agarwal, 2020). according to ariza-Montes etal. (2016), hospitality organizations have a disproportionately high staff turnover rate and having a tight and hierarchical structure fosters bullying. iverson and Deery (2007) also noted that hospitality workers tend to stay at the same company for a shorter time. this is called a ‘turnover culture’. in the similar manner, teo et al. (2019) reported that 16% of hospitality workers experience workplace bullying. Bullying wreaks havoc on the lives of hospitality industry personnel, forcing them to confront the situation with emotional fortitude or leave the firm (srivastava & agarwal, 2020). according to hotel association of nepal, there are 138-star hotels in nepal, tourist standard hotels 1151 and all together number of beds are 4399 (han, 2020). a significant number of individuals are employed by hotels in nepal, among these only five star hotels employs 3065 people (Jha & Rijal, 2022). Retention of employees is challenge in the hospitality sector in nepal (Jha & Rijal, 2022). Despite of these issues, there are limited studies, particularly in developing nations like nepal on workplace bullying, emotional exhaustion and employee turnover intention in hospitality sector. the majority of previous researches globally has focused to workplace bullying and turnover intentions directly. Further, the limited investigation of cultural and contextual factors influencing workplace bullying and turnover intention in developing countries prevails. socio-cultural dynamics, organizational practices and economic factors prevalent in developing countries are different. studies from nepal has focused on the association between workplace bullying and both job performance and stress (Pandey, 2020). Moreover, the mediating role of emotional exhaustion is explored lesser. therefore, this study focuses to extent by assessing the impact of workplace bullying and turnover intention among hotel employees along with the examining the mediation of emotional exhaustion between workplace bullying and employees’ turnover intention in the hospitality industry. Literature review Workplace bullying Workplace bullying takes place when someone says or does something they knew or should have known would offend a coworker. Reasonable in nature to manage and direct employees at work are not bullying (Phillips & Walker, 2018). Bullying is repeated and destructive harassment of one employee by one or more coworkers. Verbal or nonverbal harassment can be threatening, intimidating or humiliating. it can also involve work sabotage (Workplace Bullying institute, n.d.). the international labor Organization (ilO) defines workplace bullying as psychological or physical aggression between employees. coworker bullying can be either type. Bullying occurs in various situations. einarsen etal. (2020) defined workplace bullying as unreasonable deadlines, intrusive monitoring, useless duties or no tasks. Organizational bullying can be categorized by frequency. hoel and Rayner (1997) recognized five groups: professional status threat, personal status threat, isolation, overwork and destabilization. Physical bullying is frightening, intimidating and aggressive (Devonish, 2017). Turnover intentions carmeli and Weisberg (2006) define turnover intention as intention to resigning, job searching and leaving. Meyer and tett (1993) defined turnover intentions as the intention to actively seek new work. turnover intention precedes turnover. turnover intentions are an employee’s likelihood to quit or resign (Baharom et al., 2016). thus, it mediates between attitudes that lead to resignation and actual resignation (Bishop et al., 2007). cOgent BUsiness & ManageMent 3 Emotional exhaustion according to Maslach and Jackson (1981), burnout is defined by emotional exhaustion, which causes impatience, exhaustion, feelings of being empty and loss of concern, trust, spirit and interest. greenglass and schaufeli (2001) define emotional exhaustion as feeling emotionally drained by others. emotional exhaustion affects employees’ well-being at work and has long-term effects on physical and mental health, productivity and business performance (cooper et al., 2019). Theory underpinning Conservation of resources theory the conservation of resources (cOR) theory implies people want to preserve, acquire and conserve resources (hobfoll etal., 1995). the cOR theory is a valid model for chronic and severe stress experience, management and recovery (hobfoll, 1991). cOR theory states that humans seek and retain resources. the theory implies that resource loss will lead to human resource conservation (hobfoll, 2001). Due to recurrent loss of self-respect, dignity and position, workplace bullying depletes personal resources. if this stressful situation continues, the individual’s resources will start to drain, leading to resource-conserving behavior like abandoning the organization and emotional exhaustion (srivastava & agarwal, 2020). Social exchange theory the social exchange theory (set) shows that social entities’ interactions rely on how much they respect hidden and explicit social rules and norms of exchange. social behavior entails exchanging something of value for something else of value (thibault & Kelley, 1959). People desire profit and are dissatisfied when there is no equity or when others get more for the same costs (Redmond, 2015). set theorizes why people start or leave relationships (Redmond, 2015). so, this theory is related to the objective of the study in terms of the exchange of social behaviour and its relationship with continuing the relationship or not. Job demand resources model the JD-R model suggests work demands and resources cause burnout (Bakker et al., 2001). Job demands—physical, mental, social or organizational—require constant physical and mental effort or talents and have physical and mental implications. Job demands are necessary, not harmful. they become job pressures when the individual needs work harder to meet targets yet cannot handle high job demands. the JD-R model implies work strain when job needs exceed resources. Job resources boost work engagement. high job demands and insufficient resources can lead to burnout and physical and mental illnesses (adil & Baig, 2018). Relationship between workplace bullying, emotional exhaustion and turnover intention Workplace bullying and employees’ turnover intention arif et al. (2018) found that workplace bullying increases employee turnover. Bullying at work leads to leaving. Workplace bullying targets a person’s career or performance. Person-related bullying involves harming someone (Devonish, 2017). Bullying increases turnover intention, which chen etal. (2020) found is a major predictor of turnover behavior, which has serious financial ramifications for the business due to low employee satisfaction, illness absence and so forth. al-Jawazneh and smadi (2017) percent of respondents’ desire to leave. Many wish to quit due to work stress, while others regard their job as temporary and want to leave to find a new one. Berthelsen et al. (2011) found that harassed workers resigned and switched occupations more than non-bullied workers. 4 g. BisWaKaRMa etal. Kõiv et al. (2019) discovered that bullied workers were more likely to quit. Bullying worsens the mood and makes people want to quit. ghani and Razzaghian (2014) found that mistreated workers are more likely to resign than bullied ones. Workplace bullying increases turnover intention, according to coetzee and Dyk (2017). Workplace bullying harms health and performance, making employees more likely to quit. Bullying can cause burnout and job dissatisfaction (einarsen et al., 2008). Bullying leads to job insecurity and quitting (einarsen et al., 2014). Bullied workers are more likely to quit and are more fearful of their job and workplace. awan et al. (2021) found that workplace bullying strongly influences quitting. chen etal. (2020) found workplace bullying lowers self-esteem. high self-esteem leads to career choices, aspirations and leaving the firm. this means that bullying at work and the desire to leave are linked in a good way. On the basis of the literatures, the hypotheses are developed. H1: Workplace Bullying effects positively to turnover intention among hotel employees. H1a: Work-related Bullying effects positively to turnover intention among hotel employees. H1b: Person-related Bullying effects positively to turnover intention among hotel employees. H1c: Physically intimidating Bullying effects positively to turnover intention among hotel employees. H2: Workplace Bullying effects positively to emotional exhaustion among hotel employees. Emotional exhaustion and intention to leave the cOR theory states that workers will quit to keep their few resources. emotionally fatigued workers are more prone to quit (Karatepe & Uludag, 2007). emotional exhaustion strongly predicts job turnover, according to andrew and azharudeen (2018). they also discovered that emotional exhaustion—fatigue, strain, frustration, hard work, stress and feeling like they are at the end of their rope—strongly influenced employee turnover. chan and James (2020) found that Macau hotel staff who experienced unfairness, such as policy manipulation that affected them and their coworkers, felt pressurized and emotionally fatigued. emotionally exhausted workers quit more. shrestha and Yukongdi (2020) found that stress promotes emotional exhaustion, job dissatisfaction and intention to leave the company in a research of bank of nepal employees. Xie (2017) found that hospital reform increases turnover intention and emotional tiredness. these causes emotional exhaustion and turnover intent. gouthier and Kraemer (2014) found that emotional tiredness strongly affects turnover intentions in three german contact centers. Managers should be aware that emotional tiredness increases turnover intentions and other negative organizational effects. emotional exhaustion affected workplace characteristics and turnover intention, according to arshadi and shahbazi (2013). Vandenberghe and Marchand (2016) discovered that emotional tiredness increases turnover when negative affectivity is below average but not above average. less emotional exhaustion would reduce turnover. arulrajah and azharudeen (2018) found a strong positive correlation between emotional tiredness and intention to leave. emotional exhaustion increases work turnover and lowers productivity. in Poland, grobelna (2021) found that overworked hotel workers are more likely to depart. literature-based hypotheses are studied. Based on the perspective of the literature the hypotheses are forwarded for study. H3: emotional exhaustion effects positively to turnover intention among hotel employees. Emotional exhaustion as a mediator Workplace bullying cause exhausts and distresses (arenas et al., 2011). the cOR theory states that stressed workers first assess their resources (hobfoll & Wright, 2004). stress often causes exhausts emotions. emotionally exhausted workers were more likely to resign, according to cropanzano and Wright (1998). srivastava and agarwal (2020) study on hotel staff found that bullying causes long-term stress and worry, leaving them emotionally exhausted and wanting to leave. Biswakarma (2019) found that nepalese hotel workers’ emotional exhaustion lowers service performance. Workplace bullying affects attention, tranquility and ruminative thinking, which can lead to terrible memories and loss of focus. tanova and said (2021) said that bullying can lead to low performance or resignation. Vartia (2001) found that both targets and observers of workplace bullying experience psychological reactivity, stress cOgent BUsiness & ManageMent 5 and emotional instability. Based on the perspective of the literature the hypotheses are forwarded for study. H4: emotional exhaustion mediates the relationship of Workplace Bullying and turnover intention among hotel employees (Figure 1). Methods Design, population and sample this study adopted the quantitative approach of research with questionnaire survey method. the questionnaire was distributed through online and as well physical questionnaire were distributed to hotel employees. a total of 384 employees (waiter to manager level) of star and non-star category hotel with at least 6 months’ experience in the particular hotel were selected on purposively. as to experience any bullying, exhaustion any of the employees may assume at least however, only 323 responses were received that makes the response rate of 84.11% which was considered to be suitable for this research. the respondent’s profile is shown in table 1. Instrumentation the questionnaire was designed according to the three construct of Workplace Bullying, emotional exhaustion, employees’ turnover intention. Workplace Bullying was assessed with the 22 items of the negative acts Questionnaire Revised (einarsen etal., 2009), using a seven-point likert scale ranging from 1 (never) to 7 (every time). emotional exhaustion is being measured with Maslach Burnout inventory general survey (MBi-gs) developed by Maslach and Jackson (1981), consist of 9 items that evaluated the Figure 1. Conceptual framework. Table 1. Demographic profile of the respondents. Demographic variables number of respondents Percent age 18–24 84 26 35–31 122 37.8 32–38 66 20.4 39–45 31 9.6 45 & above 20 6.2 gender Male 177 54.8 Female 142 44 others 4 1.2 Marital status Married 160 49.5 unmarried 158 48.9 Divorced 5 1.5 Years of service provided 6 Months-Less than a year 72 22.3 1–3years 138 42.7 3-6 years 59 18.3 above 6 years 54 19.72 employment status Part time 46 14.2 Full time 244 75.5 Contract 33 10.2 6 g. BisWaKaRMa etal. emotional exhaustion of employees (e.g. i feel emotionally drained from my work). all items are rated on a 7-point scale ranging from 1 (strongly disagree) to 7 (strongly agree). intention to leave was assessed with 4 items; two items were adopted from Meyer and tett (1993) which consists ‘i think a lot about quitting my job’ and ‘i am actively searching for an alternative to my present job’ the next two items were adopted from (Mitchel, 1981). all items are rated on a 7-point scale ranging from 1 (strongly disagree) to 7 (strongly agree). the cronbach alpha for overall workplace bullying was 0.868. emotional exhaustion has 9 items with reliability statistics of 0.901. similarly, intention to leave has 4 items with reliability statistics of 0.854. therefore, the scale was considered to be reliable and consistent to measure the respective variables. Data analysis technique shapiro–Wilk test and histogram were used to examine the data’s normality. since shapiro-p-value Wilk’s was less than .05, the study’s data were not normally distributed (Mishra etal., 2019). smartPls does not assume data distribution, while seM does (Ringle et al., 2012). Jannoo et al. (2014) found that cB-seM couldn’t calculate routes with non-normality, whereas Pls-seM could. the growing use of smart Pls has demonstrated its robustness and the applicability of the model in the areas that are being studied (Ringle et al., 2014). this study employed smartPls structural equation model. therefore, Pls-seM with smartPls 3 was utilized for data analyzed. the measurement model assessment was done first, followed with the path analysis, to test the hypotheses. the measurement model was analyzed with factor loading, convergent validity and discriminant validity. Result Status of workplace bullying in hospitality sector in Nepal according to the findings of the study, the vast majority of hotel workers in nepal’s hospitality industry have either never experienced or very seldom witnessed bullying in the workplace at their respective hotels. however, a portion of the data suggests that they have, on occasion, been a witness to bullying in the workplace while working at their hotels. throughout a similar vein, around 69% of all hotel employees have either very rarely or never been intimidated in the course of their employment at the hotel. however, 31% of people have experienced bullying in their place of employment. this demonstrates that there is some workplace bullying in hotels in nepal, although not to the great level. information regarding this is summarized in table 2. the majority of bullied employees were victimized by their direct supervisor. similarly, their coworker bullied them as well. this demonstrates that employees in nepal’s hospitality business have been bullied primarily by their direct supervisor or reporting individual. in only a few instances where employees bullied by their juniors. the outcomes of the survey, displayed in table 3, indicate that the mean response to work-related bullying is 4.18 (SD = 1.30), indicating that the majority of respondents agree that work-related bullying is prevalent in the hotel. similarly, the mean response for person-related bullying is 3.92, indicating that, on average, there are few occurrences of person-related bullying in hotels. similarly, the mean response to physical intimidation bullying is 3.39, indicating that there are less or very few instances of physical intimidation bullying in the hotel business. the average score of 4.69 for emotional exhaustion indicates that hotel employees are moderately emotionally exhausted by their employment. similarly, the mean response for intention to leave is 4.83, indicating that a moderate number of hotel employees intend to leave the hotel where they are now employed. Measurement model First, the measurement model was assessed. the measurement model determines the research’s construct quality. First, the factor loads are evaluated, then, the structure’s reliability and validity. the degree to which each item in the correlation matrix correlates with the principal component is called its ‘factor loading’. Factor loadings can be anywhere from –1.00 to 1.00 and a higher absolute value means that cOgent BUsiness & ManageMent 7 the item is more related to the underlying factor. all of the factor loadings were closer to or higher than the recommended value of 0.70 (sarstedt et al., 2021). Construct reliability, convergent and discriminant validity cronbach alpha and composite reliability are used to determine internal consistency reliability. all five constructs, including work-related bullying, person-related bullying and physical intimidating and mediating variable emotional exhaustion, were over 0.7. cronbach’s alpha reliability is above 0.600 (hair etal., 2014) is acceptable. composite reliability statistics varied from 0.901 to 0.956, hence, the new way to measure reliability is well above 0.700. (henseler et al., 2014). Fornell and larcker (1981) stated that a construct has convergent validity if it can explain more than half of the variance between of its own indicators. all of the aVe values for the different constructs were higher than 50%, which proves that the measurement model is valid. Bagozzi et al. (1991) defined discriminant validity as how distinct measures are. if two or more concepts are unique, their valid measures should not correlate too much. Fornell–larcker criterion is within the threshold and the square root of the aVe is greater than the model’s correlation (Fornell & larcker, 1981). indicator loadings should be greater than cross-loadings (chin & Wynne, 1998). cross-loadings of items demonstrate that cross loaded value is less than 0.7 with regard to all non-corresponding constructs, indicating that there was no cross loading in the model. WR6 has loadings below 0.7. the average variance extracted was above 0.5, hence, the value was accepted. although loading is below par, it has not compromised aVe’s minimum threshold, thus it was kept. htMt is a new method for testing discriminant validity in Pls-seM. htMt estimates construct-correlation. Kline (2011) recommended 0.85. all paired htMt0.85 ratios are smaller than 0.85. the studied model has discriminant validity. ViF measures multicollinearity in indicators (Bookstein & Fornell, 1982). Multi-collinearity isn’t a problem if ViF is below 5. (hair et al., 2017). since ViF is below 5, there is no multicollinearity (tables 4–6). Second-order model assessment the measurement model assessment also validates higher-order constructs. each construct was tested for reliability and validity. higher-order constructs were compared to lower-order constructs for discriminant Table 2. Descriptive statistics related to workplace Bullying. Responses Frequency Percent no, never 52 16.1 employees Yes, but rarely 153 47.4 witnessing workplace Yes, now and then 68 21.1 bullying Yes, often 50 15.5 no 74 22.9 Yes, but only rarely 147 45.5 employees bullied in Yes, now and then 76 23.5 workplace Yes,severaltimes 19 5.9 per week Yes, almost daily 7 2.2 Who has bullied Manager 44 16.5 employee the most Direct supervisor 95 35.7 Co-worker 93 35 Junior 17 6.4 others 17 6.4 Table 3. Descriptive statistics of variables under study. Variables Mean SD skewness skewness SE Kurtosis kurtosis SE Range Min Max Work related 4.18 1.30 −0.315 .136 −0.66 .271 6 1 7 Person related 3.92 1.40 −0.104 .136 −.534 .271 6 1 7 Physical intimidation 3.39 1.49 0.374 .136 −.444 .271 6 1 7 emotional exhaustion 4.69 1.13 −0.487 .136 .046 .271 6 1 7 employees’ turnover intention 4.83 1.22 −0.687 .136 .117 .271 6 1 7 14 g. BisWaKaRMa etal. Prof. Dr. Achyut Gnawali, an esteemed professor at the central Department of Management in tribhuvan University, holds a distinguished PhD in accounting from the same institution. his expansive expertise lies within the realms of accounting, organizational management and hRM. Renowned for his scholarly contributions, he has authored an extensive array of articles featured in esteemed national and international journals, solidifying his position as a respected authority in his field. Dr. Sanju Kumar Singh is an international lecturer at Department of Management, Faculty of economics and Business, Universitas airlangga, surabaya, indonesia. his expertise lies in management and accounting concentration. he has published several articles in reputed journals. as a corresponding author i, sanju Kumar singh would like to inform you that we have decided to put Dr. gangaram Biswakarma’s photo when it is published. ORCID gangaram Biswakarma http://orcid.org/0000-0003-0389-0486 Perdoor sreeramana aithal http://orcid.org/0000-0002-4691-8736 sanju Kumar singh http://orcid.org/0000-0001-6412-2101 achyut gnawali http://orcid.org/0009-0001-2827-7680 Jayanta ghimire http://orcid.org/0009-0000-1878-0648 References adil, M. s., & Baig, M. (2018). impact of job demands-resources model on burnout and employee’s well-being: evidence from the pharmaceutical organisations of Karachi. IIMB Management Review, 30(2), 1–18. https://doi. org/10.1016/j.iimb.2018.01.004 ahmed, n. O. 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