Psychology Week 10 Assignment: Applying Theory to Practice

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Psychology Week 3 Assignment: Project Topic and Annotated Bibliography

Gabrielle McNeely

Capella University

Course name

Michael Gontarz

8/2/2026

Psychology Week 3 Assignment: Project Topic and Annotated Bibliography

How does employee burnout influence retention among human resources professionals?

Chodyka, M., Grudniewski, T., Chrzaszcz, A., Krawczynska, S., Ciekanowski, Z., & Krol, A.

(2025). The impact of burnout and professional rust on organisational safety and the

effectiveness of human resource management. European Research Studies, XXVIII(3),

758–768. https://ersj.eu/journal/4074

This article by Chodyka et al. (2025) explores the impact of burnout and professional rust

on organizational safety and HRM effectiveness, particularly in high-risk sectors. With

the help of a literature review, comparative analysis, and case studies, the authors point

out that burnout occurs due to too much stress at work, while professional rust happens

due to boring tasks and a lack of development possibilities. The article uses the

framework of the Job Demands–Resources model in order to illustrate that psychological

support, proper management of workload, development of skills, and diversity of tasks

improve the well-being of employees, reduce mistakes, and increase organizational

safety. The article is useful because of the comparison tables of burnout and professional

trust.

The article has direct relevance to my project because it is related to the subject of

employee well-being in relation to organizational success and safety as well as human

resource management practices. The article provides up-to-date theory and research

supporting workplace interventions for preventing burnout and increasing engagement.

Ethical considerations include protection of the confidentiality of employees, fair

provision of mental health resources, absence of discrimination, and establishment of

organizational policies ensuring psychological health and fairness of employees.

Pandey, D., & Risal, N. (2024). Investigation of human resource practices, burnout and turnover

intention. Corporate Governance and Organizational Behavior Review, 8(1), 222–231.

https://doi.org/10.22495/cgobrv8i1p19

In this study, Pandey and Risal (2024) examine the role of human resource practices in

affecting burnout and employee turnover intention based on the push and pull theory. The

authors surveyed 165 workers from various work sectors and applied regression and

mediation approaches to the data. The results indicate that burnout has a significant

impact on the intention to turnover, and that good HR practices lower burnout and

intention to turnover. The study also shows that human resource practices lead to burnout,

which in turn leads to turnover intention. This means that the study also determines that

burnout partially mediated the relationship between human resource practices and

turnover intention. The tables with regression results, demographic characteristics, and

mediation analyses add strength to the article and clearly demonstrate the statistical

results.

The article is relevant to my psychology project as it offers recent empirical data on

burnout, employee turnover, and effective HRM. It enables organizational practices that

will enhance employee health and decrease staff turnover. Ethical issues span

confidentiality, voluntary participation, equitable employment practices, discrimination,

and psychological wellness of workers through fair employment policies and decisions.

Shabbir, R. (2025). HRM training as the heartbeat of mitigating burnout and organizational

commitment in the high-stress healthcare environment. IBT- Journal of Business Studies,

21(1), 22–51. https://doi.org/10.46745/ilma.jbs.2025.21.01.02

Shabbir (2025) explores the role of stress management training and work environment

training to mitigate burnout and enhance organizational commitment in healthcare

professionals. The author applied structural equation modelling to assess whether both

interventions had a significant effect on reducing burnout, and the effect was stronger for

the work environment training on organizational commitment, in an indirect way.

Burnout was also found to mediate between HRM interventions and organizational

commitment. The article includes detailed tables of statistics, such as path coefficients,

model fit indices, reliability measures, and effect sizes. These features enhance the

credibility of the results and the evidence for the proposed relationships.

The article is very applicable to my psychology project because it shows the importance

of employee well-being and organizational outcomes in high-stress environments. It

provides contemporary empirical support for measures to prevent burnout. Issues of

ethics include the maintenance of the confidentiality of the employees, the voluntary

participation of the employees, access to training, respect for diversity, and provision of a

supportive work policy.

Yamoah, E. E., Yeboah, I. A., & Nyala, D. N. (2024). Human resource practices and employee

retention: The moderating effect of job engagement. SEISENSE Business Review, 4(1),

200–216. https://doi.org/10.33215/agg17288

This empirical study explores the relationship between employee retention and

compensation, training and development, and job engagement in the Ghanaian public

sector in the ICT industry. The authors used a quantitative, cross-sectional design and

employed Structural Equation Modeling (SEM) based on the theory of Equity Theory,

Human Capital Theory, and the Job Demands-Resources model. The results indicate that

compensation and training significantly affect employee retention, and job engagement

significantly strengthens the relationship between compensation and employee retention.

The study also presents reliability statistics, model fit indices, path coefficients, and

interaction graphs that strengthen the analysis.

This article is highly relevant to my I/O psychology project on human resource practices

and employee retention. It offers up-to-date research about HR strategies, employee

engagement, and their relationship to employee retention. The tables, structural model,

and interaction graphs enhance the interpretation of the findings. Ethical considerations

include voluntary participation, informed consent, confidentiality, anonymity, secure data

management, and respect for participants’ rights throughout the research process.

Speicher, L. L., & Francis, D. (2022). Improving employee experience: Reducing burnout,

decreasing turnover and building well-being. Clinical Gastroenterology and Hepatology,

21(1). https://doi.org/10.1016/j.cgh.2022.09.020

This article explores the role of organizational strategies in improving employee

well-being and minimizing burnout and turnover. The authors examine the existing

evidence and suggest system-level interventions to boost engagement, communication,

teamwork, and leadership support. They find that organizational changes are more

effective than interventions at a person level. This article contains a hierarchy of

well-being efforts, practical frameworks, and a table of intervention levels from the

national level to local practice. The features make the findings clear and applicable.

The article is quite relevant to the I/O psychology topic of employee retention and

workplace well-being. It upholds that a good culture of an organization and employee

experience helps to lower employee turnover and enhance performance.

Recommendations can guide the implementation of workplace interventions in the

project through research-based knowledge. The ethical issues include ensuring the

psychological well-being of employees, providing a safe place for employees to

experience psychological well-being, confidentiality, equality in giving every employee

an equal chance to benefit from the psychological well-being program, and inclusive

leadership that treats all employees equally.

Madanchian, M. (2024). From recruitment to retention: AI tools for human resource

decision-making. Applied Sciences, 14(24), 11750. https://doi.org/10.3390/app142411750

Madanchian (2024) describes the impact of AI on HRM decision-making during all

stages of the employee life cycle, from recruitment to retention. In the article, one can

find information regarding the application of AI to resume screening, onboarding,

performance management, employee development, employee engagement, and employee

turnover forecasting. Predictive analysis, machine learning, and natural language

processing are discussed as the means of increasing the efficiency of decision-making.

The article includes tables and figures illustrating the application of AI, its benefits,

research findings, and knowledge gaps.

This particular resource is highly relevant to my project as it brings together the findings

of current research and its application within HR. This resource illustrates the means

through which AI could contribute to organizational performance and also the challenges

that may arise from such implementation. The ethical challenges include algorithmic bias

and fairness, employee privacy, transparency, data security, and accountability of the

automated process. These concerns highlight the importance of responsible AI usage,

ensuring fairness, respecting employee rights, and fostering ethical HR practices.

Rogozińska-Pawełczyk, A. (2024). The role of innovative human resource management

practices, organizational support and knowledge worker effort in counteracting job

burnout in the Polish business services sector. International Journal of Occupational

Medicine and Environmental Health, 37(2), 220.

https://doi.org/10.13075/ijomeh.1896.02381

Rogozińska-Pawełczyk (2024) conducted research on the interrelations between burnout

and innovative human resource management practices (IHRMP), organizational support,

and effort among the employees in Poland’s business services industry. It was found that

IHRMP effectively alleviated the level of burnout of the workers, and that such an impact

occurred solely through organizational support and effort of the employees, based on the

results of 1000 surveys of workers. This research is founded on Social Exchange Theory

and the Job Demands-Resources framework. This research is theoretical and empirical in

nature. The results of this study are further supported by tables that present descriptive

statistics and reliability, along with structural equation modeling.

This article is very applicable to my I/O psychology project about how to prevent

workplace burnout and human resource management practices. It proves that there is a

constructive influence of organizational policies and innovative HR techniques on

employee well-being and reducing the chance of burnout. This research provides

evidence for interventions based on evidence, and not only on an individual level. Ethical

issues encompass confidentiality of the participants, informed consent, free choice, and

privacy for the researcher's employees and the potential for using the results of research

to make discriminatory decisions in employment.

References