IOP3706
Assignment 1
Semester 2 2025
Due 25 August 2025
, IOP3706
Assignment 1
Semester 2
Due 25 August 2025
Scenario 1: Retention Challenges in a South African Engineering Firm
1.1 Psychological Factors Influencing Employees’ Decision to Leave
a) Burnout – The Chronic Strain Trap
Burnout is a clinically recognized occupational phenomenon characterized by emotional
exhaustion, depersonalization, and reduced personal accomplishment. In the South
African engineering firm, exit interviews revealed excessive workload pressures,
compounded by tight project deadlines and resource constraints.
According to the Job Demands–Resources (JD-R) Model, burnout is triggered when
sustained job demands (for example, constant overtime and unrealistic deadlines) are
not offset by adequate resources such as supportive supervision, autonomy, or rest.
This imbalance erodes cognitive functioning, fuels cynicism, and heightens turnover
intentions.
Example: In one project team, engineers were routinely expected to work over 60 hours
per week. Even high performers began expressing detachment, framing the company’s
demands as extractive rather than collaborative.
b) Perceived Lack of Supervisory Support – The Silent Deal Breaker
Employees reported feeling undervalued and unsupported, highlighting deficiencies in
managerial engagement, recognition, and feedback. This aligns with Perceived
Organizational Support (POS) and Social Exchange Theory, which suggest that when
leaders fail to reciprocate employee loyalty with tangible and emotional support, the
psychological contract is breached.
Assignment 1
Semester 2 2025
Due 25 August 2025
, IOP3706
Assignment 1
Semester 2
Due 25 August 2025
Scenario 1: Retention Challenges in a South African Engineering Firm
1.1 Psychological Factors Influencing Employees’ Decision to Leave
a) Burnout – The Chronic Strain Trap
Burnout is a clinically recognized occupational phenomenon characterized by emotional
exhaustion, depersonalization, and reduced personal accomplishment. In the South
African engineering firm, exit interviews revealed excessive workload pressures,
compounded by tight project deadlines and resource constraints.
According to the Job Demands–Resources (JD-R) Model, burnout is triggered when
sustained job demands (for example, constant overtime and unrealistic deadlines) are
not offset by adequate resources such as supportive supervision, autonomy, or rest.
This imbalance erodes cognitive functioning, fuels cynicism, and heightens turnover
intentions.
Example: In one project team, engineers were routinely expected to work over 60 hours
per week. Even high performers began expressing detachment, framing the company’s
demands as extractive rather than collaborative.
b) Perceived Lack of Supervisory Support – The Silent Deal Breaker
Employees reported feeling undervalued and unsupported, highlighting deficiencies in
managerial engagement, recognition, and feedback. This aligns with Perceived
Organizational Support (POS) and Social Exchange Theory, which suggest that when
leaders fail to reciprocate employee loyalty with tangible and emotional support, the
psychological contract is breached.
