1. Introduction
In recent years, the notion of turnover intention has become a central attraction of research in various fields of managerial disciplines, therefore, prompting more and more executives/managers in different business sectors to take this concept into consideration to effectively manage their employees [
1]. Employee turnover can have a variety of negative effects on organizations. For example, according to Allen et al. [
2], replacing an employee can cost more than a year’s salary for the position being filled. Hausknecht and Trevor [
3] noted that turnover results in the loss of both social and human capital. In human services organizations, those negative effects can extend to the clients and the organization it serves. In the 21st century, the concept of job turnover intention is considered as a key concept in management for a successful career of an employee and business survival at all levels, predominantly in the service industry [
4,
5]. The particular characteristic of a service industry is “the contact and interaction between service providers (employees) and service acceptors (customers)” that infers that employees in the service industry have become a part of service products. Being a service ambassador, employees play an important role to satisfy customers with proper services. Therefore, understanding employees’ emotions and feelings toward work is another recent concern that organizations are struggling to manage. The issue, then, is how individual employees manage their emotions effectively and lessen job turnover intention. Judeh [
6] stated that emotional intelligence is a significant factor in interpreting and analyzing human behavior at work. Most successful service organizations understand their people’s feelings and always have special concerns about any issues that may threaten the employees. However, it is broadly termed emotional intelligence (EQ) that enables an employee to work together with others toward achieving a common goal. In addition, emotional intelligence will enhance employees’ suitable emotions in fulfilling customers’ expectations that help to form a positive image of the organization [
4,
7].
Since joining the World Trade Organization (WTO) in 2007, Vietnam has taken part in significant economic growth in the last decade due to the improvement of the business environment and the high volume of foreign investments. Along with the achievement in the economy, the Vietnamese banking industry has also seen outstanding enlargement and development in terms of scale and service quality [
8]. However, the increases in competition and financial innovation have led to extremely rapid expansion which has resulted in banking system problems in the past few years. Eventually, the government-initiated project 254 called “restructuring credit institutions system 2011–2015” was implemented by the Prime Minister in 2012. In response, the State Bank of Vietnam has pushed the commercial banks to merge with the project goal and reduce half of the number of banks. In such an unfavorable condition, employees in this sector have experienced a considerable fluctuation with the highest average voluntary turnover rate compared to other service sectors. As of 2019, the turnover rate was more than 25% each year [
9] and 81% for turnover intention [
10]. Restructuring the banking sector caused not only workforce transition among banks, but also between banking and non-banking sectors. High turnover can lead to compromised client care and increased organizational costs [
11]. Service organizations, such as the banking industry, have an added burden with turnover given that they foster individual relationships between their counselors and their clients. When an employee leaves such an organization, a personal relationship with clients is broken. Moreover, the bank incurs the expense of finding and training new employees, and clients can suffer due to discontinuity of care [
12]. Additionally, turnover results in decreased efficiency in carrying out job-related responsibilities [
13]. Implementing new strategies and achieving organizational goals is hampered by high employee turnover [
12]. Consequently, keeping intellectual capital for organizations is a crucial strategy for maintaining sustainable development.
With an increasing interest in employee turnover intention, numerous researches have been conducted to find out the predictors of employee turnover intention and discovered several factors including emotional intelligence (e.g., [
14]), work-life conflict (e.g., [
15]), job burnout (e.g., [
16]), and a few others (e.g., [
14,
16]). Research has shown that emotional intelligence helps the employees to have control of their emotions and to understand the use of social skills that are helpful to the organization [
17]. Emotional intelligence in individuals who lead can help organizations to reduce turnover intentions and retain valuable employees [
18]. Avey et al. [
19] asserted that emotional intelligence is one of the key factors that affect the turnover intention of an employee among other factors. Besides, prior studies have also confirmed that emotional intelligence strongly affects employees who intend to leave their jobs by causing work-family conflict [
20] and job burnout [
16]. In general, people’s emotions change quickly based on the challenges in the workplace and also in family life. The work-family balance will enhance their suitable emotions in responding to customers’ expectations that help to form a positive image of their organizations [
7]. Hence, understanding an employee’s emotions and feelings is a crucial issue for both employees and the organization in the service industry. Moreover, employees are among a company’s most valuable assets. Therefore, employers need to understand burnout and its causes. Lu and Gursoy [
16] pointed out that burnout is one of the best predictors of turnover intention because employees in customer service-based industries have to deal with customer demands, so they are at high risk for job burnout. They also noted that burnout is costly for organizations on two fronts, not only leading to higher turnover rates but also decreasing worker productivity.
Additionally, although there are tangible factors in work environments that have been described as antecedents to work-family conflict and job burnout, theory and empirical findings indicate that the nature of the work environment as sensed by the worker, that is, perceived organizational support, may be an important determinant of work-family conflict and job burnout in employees who work in the banking industry. Perceived organizational support refers to the general belief by an employee that support will be readily available from the organization when stressful situations arise and urgent needs are addressed [
21]. Theorists posit that the availability of material aid and emotional support may reduce aversive psychological and psychosomatic reactions (e.g., emotional exhaustion) when stressful situations arise [
22]. In supportive work environments, employees treat each other with fairness and respect and engage in effective open communication. These characteristics contribute to win-win solutions for the employee and the organization [
21]. Thus, it is plausible that employees who perceive their work environments as supportive will experience work-family conflict and job burnout, and, conversely, bankers who perceive their work environments as unsupportive will experience more job burnout and work-family conflict.
In developed countries, much research has been conducted about the perceptions of subordinates in terms of emotional intelligence, perceived organizational support, work-family conflict, job burnout, and employee turnover intention and their significant mutual relationships [
20,
23], however, this topic has yet to receive considerable attention from scholars in developing or less developed countries, particularly in Vietnam. An extensive literature review informed that there has been no research conducted to examine the relationship between emotional intelligence and turnover intention of employees in Vietnamese organizations. Moreover, there is no empirical evidence that confirms the relationships of emotional intelligence, perceived organizational support, work-family conflict, job burnout, and turnover intention in one model. Specific to the financial sector, a banker with high emotional intelligence would perform effectively at enhancing customer enthusiasm and reducing customer frustration [
24]. So, the need for understanding employee emotional intelligence is strongly considered in this research. Therefore, these twofold gaps have led the researchers to conduct this research to examine the mutual effects of emotional intelligence and perceived organizational support on work-family conflict and job burnout and subsequently explore its impact on the turnover intention of bankers in Vietnamese commercial banks. Besides, the moderating role of perceived organizational support on these relationships will be considered as well.
5. Research Results
Before performing PLS-SEM estimation for hypotheses testing, the validity and reliability of the multi-item measures should be assessed [
99]. Convergent validity is the amount of variance between two or more items that agree when measuring similar constructs and is calculated using factor loadings. Hair, Hult, Ringle, and Sarstedt [
98] stated that convergent validity will be suitable when the factor loadings are above 0.5. In
Figure 2, the statistical results showed that all factor loadings were more than the threshold of 0.5. For example, the minimum factor loading for Use of emotion = 0.791, Regulation of emotion = 0.825, Self-emotion appraisal = 0.680, Others’ emotion appraisal = 0.834, Emotional intelligence = 0.609, Perceived organizational support = 0.632, Work interference with family = 0.833, Job burnout = 0.818, and Turnover intention = 0.604. Besides, convergent validity will be confirmed when the average variance extracted (AVE) for each of the latent variables is greater than 0.5 [
96]. As shown in
Table 3 below, AVE values were reported for each of the variables ranging from 0.611 to 0.759 (perceived organizational support and emotional intelligence, respectively). Therefore, all constructs showed good convergent validity.
Additionally, Hair, Hult, Ringle, and Sarstedt [
98] recommended that discriminant validity can be shown through the correlation matrix. The square root of a construct’s AVE value should be greater than the squared correlation with any other construct “since a construct shares more variance with its associated indicators than it does with any other construct” [
96].
Table 2 indicated the correlation matrix of the constructs with the diagonal values. Square roots of AVE of latent constructs which were shown in the parentheses were higher than the correlation coefficient with any variable. For example, the AVE value of Others’ emotion appraisal was 0.734 and the square root of its AVE was 0.857. This value was both higher than the correlation values in its column (0.069, 0.819, 0.050, −0.014, 0.055, −0.490, and 0.106) and its row (0.362, 0.481, 0.652, −0.383, 0.505, and −0.267). Therefore, discriminant validity for the constructs was established.
Next, the Cronbach’s alpha and composite reliability values were used to assess construct reliability. According to Hair, Hult, Ringle, and Sarstedt [
98], Cronbach’s alpha and composite reliability values should be 0.7 or greater to be considered reliable in a model. As shown in
Table 3 below, Cronbach’s alpha and composite reliability values were more than 0.7. The minimum composite reliability and Cronbach’s alpha values were 0.875 and 0.807, respectively. Furthermore, Hair, Hult, Ringle, and Sarstedt [
98] also suggested the rho_A coefficient to measure the reliability for the partial least squares and this value should be greater than 0.7. According to
Table 3, the rho_A values varied from 0.819 to 0.922. Consequently, the authors can verify that all constructs achieved good reliability.
Finally, multicollinearity was assessed for all of the constructs. The variance inflation factor (VIF) indicator was suggested to measure multicollinearity issues. The VIF value should be less than a 5.00 tolerance level [
95,
98]. As shown in
Table 4, the maximum inner VIF value of constructs was 2.190. Therefore, the collinearity of the latent variables was not a concern.
Results from the PLS-SEM analysis are shown in
Figure 3. Standardized path coefficients and p-values are reported. The findings are presented as follows:
Hypothesis 1: the result showed that emotional intelligence had a negative and significant relationship with the turnover intention of bankers, (
p-value = 0.015 and beta coefficient = −0.097) (
Table 5). The results indicated that the more emotional intelligence, the greater the possibility that bankers will have low levels of turnover intention, which was consistent with the findings of the previous study of Akhtar, Shabir, Safdar and Akhtar [
62] and Riaz, Naeem, Khanzada and Butt [
60]. Emotional intelligence was related to bankers who had the propensity to leave his or her job based on a prolonged period of time being emotionally low regulated by employees’ work. Thus, Hypothesis 1 was supported.
Hypothesis 2: the result found that emotional intelligence had a negative impact on work-family conflict with a standardized coefficient of −0.140 and
p-value = 0.000, which corresponds with many studies (e.g., [
63]) which suggested that emotional intelligence is one of the preliminary factors preventing employees from establishing work-family conflict. Subordinates with a good understanding of emotional intelligence would gain feelings of balancing her/his work and family. He or she not only senses that the work being performed is meaningful, but also exhibits the capability to take advantage of work-life balance to have mutual results: completing the job successfully and having a happy family life. Moreover, emotional intelligence helps employees figure out work-family conflicts and helps them to manage their emotions. In terms of conflict management, employees with better emotional intelligence tend to have better effective control with work-family conflict than others. Thus, emotional intelligence (self-emotion appraisal, others’ emotions appraisal, use of emotion, regulation of emotion) are important for individual difference effects in regulating emotion in work-family life. Therefore, Hypothesis 2 was supported.
Hypothesis 3: This analysis found that work-family conflict had a positive and significant relationship with the turnover intention of bankers (
p-value = 0.000 and beta coefficient = 0.169). It was connected to the studies of Khan, Nazir, Kazmi, Khalid, Kiyani, and Shahzad. [
33] and Wang, Lee, and Wu [
44]. Vietnamese bankers with higher work-family conflicts were found to have greater job turnover intentions. With a regression weight of 0.169, the results showed that bringing conflict from the workplace to employees’ homes would likely force them to think of leaving their job. Moreover, in the banking sector, the majority of employees are women, and they may choose to leave an organization voluntarily because of family responsibilities, such as childbearing or child-rearing. Women are generally regarded as the caretakers for an elderly parent as well. As the secondary income earner in the household, a woman’s income is characterized traditionally as non-crucial income, which is another common reason identified for turnover. Similarly, from a conventional perspective, women require the flexibility or support from an organization to fulfill family responsibilities. If these requirements cannot be fulfilled by a firm, the employee is more likely to leave voluntarily. Therefore, Hypothesis 3
3 was supported.
Hypothesis 4: The results showed that emotional intelligence had a negative impact on job burnout with the standardized coefficient of −0.381 and the
p-value = 0.000 is consistent with research papers (e.g., [
64]) which state that emotional intelligence strongly offers individuals control over the work pressures and the ability to adapt easily with challenges to avoid job burnout. In the relationship of emotional intelligence to job burnout, employees who have a moral or intellectual level of emotional intelligence deal better with life’s challenges and job stresses, which leads to good psychological and physical health and seems to lessen employees’ suffering from job burnout. Thus, Hypothesis 4 was supported.
Hypothesis 5: The results showed that work-family conflict had a positive impact on job burnout with the standardized coefficient of 0.164 and p-value =0.003, which is consistent with the findings of the previous studies of Bande, Fernández-Ferrín, Varela, and Jaramillo [
23] and Golden [
76]. Employees who experience stress from work-family conflict over a prolonged period of time get drained of energy, which eventually results in job burnout and vice versa. Indeed, the findings also showed that work-family conflict is associated with negative consequences (i.e., burnout) that affect both the work and family. Additionally, high values of work-family conflict may lead to contemporary feelings of emotional exhaustion, reduced personal accomplishment, and depersonalization. Therefore, Hypothesis 5 was supported.
Hypothesis 6: The results showed that job burnout had a positive impact on the turnover intention with the standardized coefficient of 0.345 and
p-value = 0.000, which is consistent with the findings of the previous study of Gharakhani and Zaferanchi [
78] and Scanlan and Still [
77]. Job burnout is related to bankers in the commercial banks propensity to leave his or her job based on a prolonged period of time being emotionally overextended and exhausted by the employees’ work. Thus, Hypothesis 6 was supported.
Hypothesis 7: According to
Table 6, work-family conflict mediated the relationship between emotional intelligence and turnover intention due to the following reasons: first, the results in
Table 5 revealed that the
p-value for the direct path EI→TI was 0.015; EI→WFC was 0.000; WFC→TI was 0.000, which were statistically significant (
p < 0.05). Second, the p-value of the indirect effect (EI→WFC→TI) was 0.000 (
Table 6) which was statistically significant as well. Hence, the mediating role of work-family conflict exists [
95]. Therefore, Hypothesis 7 was supported and this mediation was partial.
Hypothesis 8: According to
Table 6, job burnout mediated the relationship between emotional intelligence and turnover intention due to the following reasons: first, the results in
Table 5 revealed that the p-value for the direct path EI→TI was 0.015; EI→WFC was 0.000; WFC→TI was 0.000, which were statistically significant (
p < 0.05). Second, the p-value of the indirect effect (EI→JB→TI) was 0.000 (
Table 6) which was statistically significant as well. Hence, the mediating role of job burnout exists [
95]. Therefore, Hypothesis 8 was supported and this mediation was partial.
Hypothesis 9: The results showed that perceived organizational support had a negative and significant relationship with the turnover intention of bankers, (
p-value = 0.000 and beta coefficient = −0.261) (
Table 5). The result indicated that the more perceived organizational support, the greater the possibility that bankers will have low levels of turnover intention, which was consistent with the findings of Marchand and Vandenberghe [
88]. Thus, Hypothesis 9 was supported.
Hypothesis 10: The results showed that perceived organizational support had a negative and significant relationship with work-family conflict, (
p-value = 0.000 and beta coefficient = −0.600) (
Table 5). The result indicated that the more perceived organizational support, the greater the possibility that bankers will have low levels of work-family conflict, which was consistent with the findings of Gurbuz, Turunc, and Celik [
86]. Thus, Hypothesis 10 was supported.
Hypothesis 11: The results showed that perceived organizational support had a negative and significant relationship with the job burnout of bankers, (
p-value = 0.000 and beta coefficient = −0.175) (
Table 5). The results indicated that the more perceived organizational support, the greater the possibility that bankers will have low levels of job burnout, which was consistent with the findings of Caesens, Stinglhamber, Demoulin and De Wilde [
87]. Thus, Hypothesis 11 was supported.
On the other hand, the findings showed that the component structure of emotional intelligence was a second-order structure. This result was consistent with emotional intelligence concepts [
74], which stated that emotional intelligence was composed of four sub-components: self-emotion appraisal, others’ emotions appraisal, use of emotion, and regulation of emotion. Regarding the dependency level of each variable to their subscales via arrows, the subscales of use of emotion had the smallest share and others’ emotion appraisal had the largest share in stating emotional intelligence.
5.1. The Moderating Role of Perceived Organizational Support
Hypothesis 12 predicted that perceived organizational support would moderate the relationship between emotional intelligence and work-family conflict. The study showed that the moderating effect 1 of the interaction between emotional intelligence and perceived organizational support with work-family conflict was negative and statistically significant (
p-value = −0.072 and beta coefficient = 0.006) (
Figure 4). This finding proposed that perceived organizational support negatively moderated the relationship between emotional intelligence and work-family conflict. In other words, the negative relationship between EQ and WFC was stronger for employees who work in a supportive environment (
Figure 5). Therefore, Hypothesis 12 is supported.
Hypothesis 13 predicted that perceived organizational support would moderate the relationship between emotional intelligence and job burnout. The study showed that the moderating effect 1 of the interaction between emotional intelligence and perceived organizational support with job burnout was not statistically significant (
p-value = 0.701) (
Figure 4). Therefore, Hypothesis 13 was not supported.
Hypothesis 14: The results indicated income negatively related to turnover intention (
p-value = 0.065) at the significance level of 10%, which means that bankers who had a high income tended to reduce turnover intention more than other bankers (beta coefficient = −0.019). This finding was different from some prior results of Seyrek and Turan [
91] and Liu, Liu and Hu [
90]. However, this study did not find the relationship between turnover intention and gender (
p = 0.559; β = −0.015), age (
p = 0.630; β = −0.013), educational level (
p = 0.432; β = −0.049), and marital status (
p = 0.496; β = −0.017), which was consistent with the findings of Seyrek and Turan [
91] and Liu, Liu and Hu [
90].
5.2. Model Fit
The coefficient of determination (R
2) is a measure of the model’s predictive power. R
2 is the amount of variance in the endogenous (dependent) latent variables in the structural model explained by the exogenous (independent) constructs connected to it. R
2 values range from 0 to 1. The higher the R
2 coefficient, the better the construct is explained by the latent constructs in the structural model. The high R
2 coefficient also reveals that the values of the variables can be well predicted by the PLS path model [
95,
98,
100]. The R
2 value for the turnover intention was 0.515 which indicated that 51.5% of the total variation of the endogenous construct turnover intention may be explained by the exogenous construct such as emotional intelligence, perceived organization support, work-family conflict, and job burnout (
Figure 2). Moreover, R
2 values and the effect for endogenous latent variables in behavioral sciences can be assessed as 0.26 (large effect), 0.13 (moderate effect), and 0.02 (weak effect). Due to the fact that R
2 values for the turnover intention were greater than 0.26, the model of this study proved the model-data fit.
6. Discussion
Turnover is a costly consequence as recruiting, selecting, and training new members requires additional resources that might negatively affect the performance of a service organization. This study contributes to the existing body of literature supporting the role of emotional intelligence and perceived organizational support in turnover intention. It also focusses on the additional variables of work-family conflict and job burnout having a significant relationship in conjunction with emotional intelligence and perceived organizational support in influencing the turnover intention. Emotional intelligence and perceived organizational support are accounted for 47.2% and 37.5% of the variance in work-family conflict and job burnout, respectively. When work-family conflict and job burnout are added as the additional independent variables with emotional intelligence and perceived organizational support, the combination is accounted for 51.5% of the variance in turnover intention. These numbers may appear to be large; they are very important to banks looking to improve their retention. Being a banker can be an extremely stressful profession, emotionally intelligent bankers are better equipped to work in teams, deal with the job burnout, and interact with their customers. A better understanding of the relationship between emotional intelligence, perceived organizational support, work-family conflict, and turnover intention has the potential to help enhance the workplace as a whole.
An emotionally intelligent banker is more likely to be able to manage her/his tasks properly. Possessing the ability to communicate efficiently, appropriately, and quickly with customers, bankers will have more time for other tasks. It also can increase the accuracy of the banker’s work if he or she is better able to understand the needs and wants of the customers in addition to a better understanding of the needs and wants of his/her family. A non-emotionally intelligent banker might struggle to communicate with the customer or misinterpret the customer’s needs which can result in the delivery of inappropriate service. A less emotionally intelligent banker may also struggle to interact appropriately with the family members. This could leave the family with the impression that the banker is not caring for their loved one which could also leave the family dissatisfied with him/her, leading to an increase in work-family conflict.
Another way emotional intelligence can impact turnover intention is its effect on work-family conflict and job burnout. Employees with higher levels of emotional intelligence are more balanced in their job with family which in turn results in a lower level of job burnout. Emotionally intelligent bankers who can deal with the stressors of the workplace feel more confident and successful, so they have the potential to enjoy their jobs. This would decrease their likelihood of leaving the workplace. They would provide a greater contribution to the overall success of their unit and the bank. Bankers not possessing emotional intelligence would struggle to deal with the stress and demands of the workplace, which may make them more vulnerable to continue their jobs.
Additionally, the recent study of perceived organizational support included plentiful direct causal relations with turnover intention, and it illustrated that elevated employee perceptions of organizational support have been supportive of the reduced intention to quit. Besides, this research found that POS also reduced work-family conflict and job burnout. The negative relationship among POS, work-family conflict and turnover intention was consistent in relation to the previous researches of Marchand and Vandenberghe [
88], Gurbuz, Turunc and Celik [
86] and Caesens, Stinglhamber, Demoulin and De Wilde [
87]. POS were key mechanisms in connecting voluntary turnover among employees. This research found that POS contributed to proactive employees’ intent to retain their position in the organization. A positive perception of human resource management practices could lead employees to be less likely to quit as trust could form under a social exchange theory. Perceived organizational support is a belief emanating from the social exchange and the norm of reciprocity. According to organizational support theory, employees exchange valued organizational outcomes for the belief that the organization values their contribution and cares about their well-being as evidenced by tangible support as well as the fulfillment of intangible socio-emotional needs. In other words, employees who feel greater inducements might sense the obligation to repay the organization. Moroever, individuals who have stronger POS might be less likely to seek other jobs or consider turnover.
8. Managerial Implications
The results of this research study lead to many practical recommendations for both banking practitioners and managers of organizations desirous of improving work-related outcomes.
First of all, hiring employees with high levels of emotional intelligence could have a considerable impact on reducing organizational work-family conflict, job burnout, and turnover intention. Effective retention strategies often begin during the employee recruitment process. When choosing the right employee, the manager should strongly consider the personality, temperament, and capacity of candidates. People who are passionate and active will have strong emotion regulation ability. Thus, during the recruitment process, psychological tests and interviews are suggested methods to determine emotional intelligence. The psychological assessment usually includes a clinical interview, assessment of intellectual functioning (IQ), personality assessment, and behavioral assessment. A personality test is important because it allows the interviewer to thoroughly understand a person and their behavior which includes temperament, personality, interests, attitudes, values, motivation, and other non-cognitive factor characteristics. When interviewing candidates, the interviewer can be flexible and extend the interview to various aspects such as education, knowledge, experience, and achievement. By these approaches, the employer can properly judge the interviewee and select the qualified staff for the organization. In these ways, the organization can hire an employee with high levels of emotional intelligence which can help the organization keep its critical workforce.
Secondly, enhancing training for existing staff is considered. Since practical training can improve individual emotional intelligence levels, organizations may consider implementing Employee Assistance Programs (EAPs) to foster bankers’ emotional competence. EAPs have been formed in American companies. EAPs are employee benefit programs that provide professional advice and guidance to help staff with personal problems or work-related conflicts that have a positive impact on reducing work-family conflict and turnover throughout the enterprise. Managers should develop and utilize EAPs in training employees.
Third, perceived organizational support could reduce work-family conflict, job burnout, and turnover intention. Thus, managers of organizations have fresh insight regarding how the delivery of supportive practices to their employees may result in an accretive improvement in organizational outcomes. Specifically, engaging in practices that instill within employees the belief that the organization values their contributions and cares about their well-being may achieve better, stronger outcomes when complemented by related but different organizational practices that increase job satisfaction and decrease work-family conflict, job burnout, and turnover intention to the organization. An employee’s belief that the organization is supportive may better explain to management the variance in the levels of worker commitment, which in turn may add insight into how the effect of organizational support is transmitted to outcomes meaningful for organizational strategy execution.
Fourth, emotional intelligence interacts with perceived organizational support upon the intention to quit in a manner such that employees with higher levels of emotional intelligence will experience less work-family conflict and job burnout which will reduce their quitting intention. Management may, therefore, wish to screen potential hires for emotional intelligence, as well as implement training programs that will help employees perceive and better manage their emotions. Of equal importance is the finding that emotional intelligence appears to have an incremental effect upon outcomes as opposed to a basic foundational relation.
Finally, one of the positive ways to reduce the negative effects associated with work-family conflict, job burnout, and turnover intention is to provide a fair work environment. Fairness is a basic element that human beings need and is also a key factor in influencing people’s emotions. This will create a pleasant atmosphere, and inspire all people in the organization to build up enthusiasm and be more positive. Besides, bankers must know clearly what to do for their customers and establish realistic expectations regarding performance. Managers should always be concerned about their employees and recognize and assist them to deal with problems effectively. A fair atmosphere is beneficial for the employee and the employer; if employees are treated well, then they are more likely to treat customers well. Furthermore, employees will retain positive emotions in the workplace, and the level of work-family conflict, job burnout, and turnover intention will reduce.