IOP3706
Assignment 1
Semester 2 2025
Due 25 August 2025
, IOP3706
Assignment 1
Semester 2 2025
Due 25 August 2025
Personnel Psychology: Employee Retention
Organizational Retention, Reward Fairness, and Performance Management
Scenario 1 – Retention Challenges in a South African Engineering Firm
1.1 Psychological Factors Influencing Employee Turnover
a) Burnout – The Chronic Strain Trap
Burnout is a clinically recognized occupational phenomenon characterized by emotional
exhaustion, depersonalization, and diminished personal accomplishment. In this firm,
exit interviews revealed that relentless project demands, constrained resources, and
recurring overtime pushed employees beyond sustainable limits.
Theoretical Lens: According to the Job Demands–Resources (JD-R) Model, burnout
occurs when persistent demands such as unrealistic deadlines and constant overtime
are not balanced by adequate resources like supervisor support, autonomy, or recovery
time. Over time, this imbalance reduces cognitive bandwidth, fosters cynicism, and
escalates turnover intentions.
Example: In one high-profile project, engineers routinely clocked over 60 hours weekly.
Even top performers began to frame the company’s demands as “extractive” rather than
“collaborative,” indicating a shift from pride in craftsmanship to disengaged compliance.
Assignment 1
Semester 2 2025
Due 25 August 2025
, IOP3706
Assignment 1
Semester 2 2025
Due 25 August 2025
Personnel Psychology: Employee Retention
Organizational Retention, Reward Fairness, and Performance Management
Scenario 1 – Retention Challenges in a South African Engineering Firm
1.1 Psychological Factors Influencing Employee Turnover
a) Burnout – The Chronic Strain Trap
Burnout is a clinically recognized occupational phenomenon characterized by emotional
exhaustion, depersonalization, and diminished personal accomplishment. In this firm,
exit interviews revealed that relentless project demands, constrained resources, and
recurring overtime pushed employees beyond sustainable limits.
Theoretical Lens: According to the Job Demands–Resources (JD-R) Model, burnout
occurs when persistent demands such as unrealistic deadlines and constant overtime
are not balanced by adequate resources like supervisor support, autonomy, or recovery
time. Over time, this imbalance reduces cognitive bandwidth, fosters cynicism, and
escalates turnover intentions.
Example: In one high-profile project, engineers routinely clocked over 60 hours weekly.
Even top performers began to frame the company’s demands as “extractive” rather than
“collaborative,” indicating a shift from pride in craftsmanship to disengaged compliance.
