128 Strategica 2019 The Moderating Effects of Relational Civility on the Relationship Between Burnout and Turnover Intention Lavinia ȚÂNCULESCU Hyperion University 169 Calea Călărași, Bucharest, 030615, Romania National University of Political Studies and Public Administration 30A Expoziției Blvd., Bucharest, 012244 Romania lavinia.tanculescu@thewings.ro Abstract. The aim of this paper is to examine the moderating role played by two relational patterns regarding workplace relational civility (WRC) (Part A— Me towards others – WRC(A); Part B—Others towards me – WRC(B)) in the relationship between burnout and turnover intention in a sample of 159 respondents. Data obtained from questionnaires were analyzed through the SPSS statistical packet program. The findings revealed that employees who reported they were more exhausted and more cynical had more intention to leave their organization. Also, results are indicating that the WRC coming from the others to the employees are more important for the turnover intention. Therefore, the others’ behaviors are rather connected to decreas ing the negative organizational outcomes (such as burnout and intention to leave). Last, but not least, the findings also indicate that there is a significant moderation effect relationship between WRC and the intention to leave. Keywords: workplace relational civility; burnout; cynicism; exhaustion; professional inefficacy; intention to leave; moderation effect. Introduction For some people in the organizations, a recent Forbes article’s title could be seen as intriguing, to say the least: “The biggest motivator at work? Love”. The article, signed by Stefano Tasselli (2019) discusses this challenging and, in the same time, conflicting aspect of the title statement given by the switched focus of the individual motivation, from the paycheck to the meaning of work and, we may add, to building the strong and healthy relational behaviors. The companies’ interests should, therefore, be not only linked with employees generating performance, but also finding strategies to diminish the negative organizational outcomes, which from the perspective of materializing in costs increase, could be seen as negative. Many of these negative organizational outcomes are linked with burnout, namely absenteeism (Schaufeli, Bakker, & Van Rhenen, 2009; Iverson, Olekalns, & Erwin, 1998), low citizenship behavior and poor job performance (Cropanzano & Byrne, 2003; Iverson, Olekalns & Erwin; 1998; Parker & Kulik, 1995), high intention to leave and low job satisfaction (Himle, Jayaratne, & Thyness, 1986; Jayaratne & Chess, 1984; Abu- Bader, 2000), loss of productivity and efficiency (Maslach & Jackson, 1981; Schaufeli, 2003). With regards to individual objectives, many of the studies discuss apart from the quality of work, also about the dignity and decency at the workplace (Faioli, 2009), but also, the quality of relationships in the workplace that would lead to positive relational outcomes (Blustein, Olle, Connors-Kellgrem, & Diamonti, 2016; Di Fabio & Kenny, 2016; Kenny, Catraio, Bempechat, Minor, Olle, & Blustein, 2016). This leads to one of the points of conflict in today’s organizations since the technology and the systems could be seen as challenging the importance of personal connections, compassion and even love at work (Tasselli, 2019), therefore the importance of building relational civility in the workplace.