Understanding what drives employees to leave their organizations and how these choices affect their psychological well-being is crucial for both researchers and managers. In this two-wave panel study (12-month lag, N=801), we examine the relationships between emotional exhaustion, turnover intentions, and change of employer over time. Using Cross-Lagged Panel Modeling (CLPM) and Conservation of Resources (COR) theory, we investigate whether staying with or leaving an employer moderates the lagged relationships between emotional exhaustion and turnover intentions. This study compares “stayers” and “movers” at both T1 and T2, tracking changes over time in both groups. Results reveal that emotional exhaustion has a lagged positive effect on turnover intentions, while turnover intentions have a lagged negative effect on emotional exhaustion. Levels of emotional exhaustion and turnover intentions were initially higher for movers; however, movers experienced reduced emotional exhaustion after their job transition, whereas these levels remained stable for stayers. Overall, this study sheds light on the motivations for actual job changes and the impact of mobility on exhaustion and turnover intentions. This has practical implications for organizations, suggesting that fostering opportunities for well-managed transitions or internal mobility can support employee well-being, mitigate resource depletion, and enhance resilience in the workforce.
