An Integrated Model of Communication, Stress, and Burnout in the Workplace

Abstract

This research presents an integration of past research and theory that models the impact of stressful aspects of the workplace and key communication variables on employee burnout, occupational commitment, and work satisfaction. Two theoretical frameworks—social information processing theory (Salancik & Pfeffer, 1978) and uncertainty reduction theory (Berger & Calabrese, 1975)—are drawn on to propose a model in which communication variables lead to two stress variables then to burnout and finally to job satisfaction and occupational commitment. Data to test the proposed models were drawn from employees at a private psychiatric hospital. The results indicate that both participation in decision making and social support have important impacts on perceived workplace stress, burnout, satisfaction, and commitment for both care-givers and support personnel. Perception of participation in the decision-making process was found to be particularly crucial in reducing role stress and increasing perceptions of satisfaction and personal accomplishment for hospital care-givers. The implications of the model for theory and practice are discussed.

Supervisory Communication, Burnout, and Turnover Intention Among Social Workers in Health Care Settings

“…First, it reduces workers' role stress (i.e., role ambiguity and role conflict) (Miller, Ellis, Zook, & Lyles, 1990;Ray & Miller, 1991). Because role stress often leads to burnout or turnover (Cordes & Dougherty, 1993;Mor Barak, Nissly, & Levin, 2001), supervisory communication indirectly influences worker burnout and turnover through its effect on perceived role stress.…”

“…Miller et al (1990) discussed social information processing theory (Salancik & Pfeffer, 1978) and uncertainty reduction theory (Berger & Calabrese, 1975) as theoretical foundations with which to explain the role of supervisory communication in the process of burnout. First, the social information processing theory considers perceptions of the workplace to be a function of the communication environment in which workers are embedded, rather than a function of the objective characteristics of jobs and needs of workers (Salancik & Pfeffer, 1978).…”

Service Climate, Employee Identification, and Customer Outcomes in Hotel Property Rebrandings

“…Emotional exhaustion indicates an individual's stress reaction to social demands at work (Leiter, Clark & Durup, 1994), and is a measure of overextension and depletion of individuals' physical and psychological resources (Leiter & Harvie, 1998). Miller et al (1990) have previously used the seven-item scale (e.g., I feel used up at the end of the day; I feel burned out from my work) in the change communication literature. We used a 5-point response format ranging from 1 (strongly disagree) to 5 (strongly agree).…”

“…The strain caused by change leads to lowered job satisfaction and higher intentions to leave the organization (Johnson, Bernhagen, Miller & Allen, 1996;Schweiger & Denisi, 1991). For example, Miller, Ellis, Zook, and Lyles (1990) found that emotional exhaustion at work led to lower job satisfaction. Other research in various change contexts has found that better levels of mental and physical health indicators (Nelson, Cooper & Jackson, 1995) and less psychological strain (Parker et al, 1997) are correlated with higher levels of job satisfaction.…”

A systems psycho-dynamic perspective on burnout

“…Specific physical, cognitive, affective, motivational, behavioural, interpersonal and work symptoms are mentioned (Dubrin, 1990;Juntunen, Asp, Olkinuora, Arimaa, Strid & Kauttu, 1988;Pines et al, 1981;Schaufeli & Enzmann, 1998). The causes of burnout are classified in terms of the individual's profile and the work situation (Cherniss, 1995;Corrigan, Holmes, Luchins, Buican, Basit & Parks, 1994;Freudenberger, 1989;Golembiewski & Munzenrider, 1988;Landsbergis, 1988;Miller, Ellis, Zook & Lyles, 1990;Pines et al, 1981;Schaufeli & Enzmann, 1998). Coping with burnout is discussed in the literature on three levels, namely the individual, the interpersonal and the organisational levels (Cox & Ferguson, 1991;Muldary, 1983;Pines & Aronson, 1988;Schaufeli & Janczur, 1994).…”