Are human resource managers with good listening competency more likely to avoid job burnout?

Wang, Yanqing; Chen, Hong

doi:10.1186/s12889-022-12618-x

Cited by 6 publications

(6 citation statements)

References 66 publications

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“…To analyze the association between knowledge workers' job fatigue and turnover intention, a fusion layer is added to the traditional three-layer BP neural network to predict employees' turnover intention [12]. When evaluating job burnout of knowledge workers, the input function of the hidden layer is as follows [13]:…”

Section: Establish the Neural Network Model Of Employee Jobmentioning

confidence: 99%

Research on Job Burnout Evaluation and Turnover Tendency Prediction of Knowledge Workers Based on BP Neural Network

Jiang

Dasan

Xiaoxiao³

2022

Security and Communication Networks

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The traditional dimission prediction method for knowledge workers does not take into account the impact of job burnout on employees’ dimission tendency, resulting in low accuracy of dimission prediction. In view of the above problems, this paper introduces the employee burnout evaluation and researches the knowledge employee burnout evaluation and turnover tendency prediction method based on BP neural network. After analyzing the influencing factors of job burnout of knowledge workers, the evaluation index system of job burnout is established. The weight of the job burnout evaluation index was determined by fuzzy hierarchy, and BP neural network model was established. Boosting method added the fusion layer of the correlation analysis of job burnout and turnover intention to the neural network model to predict the turnover intention of employees. In the method test, the accuracy rate of employee turnover tendency prediction is higher than 90%, the reliability of employee burnout evaluation is higher, and it is more helpful for human resource management.

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Section: Establish the Neural Network Model Of Employee Jobmentioning

confidence: 99%

Research on Job Burnout Evaluation and Turnover Tendency Prediction of Knowledge Workers Based on BP Neural Network

Jiang

Dasan

Xiaoxiao³

2022

Security and Communication Networks

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“…Organisations with strong systems and well-designed management programmes are likely to experience performance improvements and improved employee engagement (Hooi, 2021). Wang and Chen (2022) also found that improved managerial competencies (such as listening skills) can help reduce role stress and mitigate the risk of burnout, while Tan et al . (2019) found that meaningful work also reduces burnout risk.…”

Section: Discussionmentioning

confidence: 99%

The leadership challenge of increasing productivity in the workplace without increasing burnout risk

Whiteoak

Abell

Becker

2023

LODJ

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PurposeThis paper aims to examine the critical question of how to increase productivity without also increasing the burnout risk. A systems thinking framework was applied to explore individual perceptions of team dynamics and how they relate to morale, work–life balance (WLB) and hours worked.Design/methodology/approachUsing an online survey, data from 1,222 Australian workers were analysed using hierarchical multiple regression and principal components analysis (PCA).FindingsSelf-reported productivity was found to be predicted by engagement whereas burnout and morale had minimal impact. Burnout risk was not related to hours worked but was reduced when WLB, quality work and trust is higher. Co-worker effort impacted morale and a factor labelled as team “sense of accomplishment” (SoA) was identified.Research limitations/implicationsThe results of this research have limited generalisability to wider populations due to sampling methods, being conducted in the Australian context and respondents coming from a diverse range of occupations. The sample being skewed towards younger age groups and the acknowledged use of single-item measures may also restrict drawing broader conclusions from the results.Originality/valueA socio-technical systems thinking model to diagnose the link between workplace burnout and productivity is applied. The approach involved understanding the importance of trust and how the connection between people and systems can influence morale.

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“…More than 15 years have been passed since the JD-R model (Demerouti et al, 2001) was completely published. As hundreds of studies of the model were conducted, it has been applied in thousands of organizations (Bakker and Demerouti, 2017;Wang and Chen, 2022). There are too numerous retrospective and meta-analysis studies to mention one by one (e.g., Crawford et al, 2010;Nahrgang et al, 2011;Bakker et al, 2014;Bakker and Demerouti, 2017), and considerable research findings have been achieved.…”

Section: Jd-r Theoretical Modelmentioning

confidence: 99%

“…Job resource may also involve physical, psychological, social, and organizational dimensions. Furthermore, job resource is able to (1) play a role in achieving the job-related goals, (2) reduce the job demand and the physical and mental costs resulting from job demand, and (3) motivate individuals to grow (Wang and Chen, 2022). The two job characteristics will lead to two kinds of psychological process.…”

Section: Jd-r Theoretical Modelmentioning

confidence: 99%

“…As defined in the job demand-resource (JD-R) theory (Demerouti et al, 2001;Bakker and Demerouti, 2007), the job demand is the primary predictor of negative consequences of job stress (van der Wal et al, 2018;Han et al, 2020;Wang and Chen, 2022). Specifically, the time-related job demand is one of the pressure sources that have the most negative effect on job attitude and well-being (Bakker and Demerouti, 2007), especially on job stress (e.g., Kleiner and Wallace, 2017;Chong et al, 2020).…”

Section: Introductionmentioning

confidence: 99%

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How Time Pressure Matter University Faculties’ Job Stress and Well-Being? The Perspective of the Job Demand Theory

Chen

Lee²,

Yue

et al. 2022

Front. Psychol.

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The work environment of employees has been greatly affected by the COVID-19 pandemic, and many limitations and risks can be seen until now. In addition to employees in firms, the faculty in colleges and universities also suffer from pressure and face challenges. For the purpose of performance assessment and promotion, the faculty not only needs to teach students, but also assumes the time pressure from academic research. This study discusses the process in which the faculty’s subjective well-being is affected, in an effort to learn about the job demands of the faculty under the work environment with a high level of time pressure, and the effect of these time-related job demands on their psychological health. In this study, 347 valid questionnaires were collected from universities in coastal areas of the Chinese mainland. The results show that time-related job demands have a positive impact on time pressure; time pressure has a negative impact on subjective well-being; and time-related self-efficacy can significantly mediate the relationship among time-related job demands, time pressure, and subjective well-being. On this basis, this study proposes its theoretical and practical implications.

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Are human resource managers with good listening competency more likely to avoid job burnout?

Cited by 6 publications

References 66 publications

Research on Job Burnout Evaluation and Turnover Tendency Prediction of Knowledge Workers Based on BP Neural Network

Research on Job Burnout Evaluation and Turnover Tendency Prediction of Knowledge Workers Based on BP Neural Network

The leadership challenge of increasing productivity in the workplace without increasing burnout risk

How Time Pressure Matter University Faculties’ Job Stress and Well-Being? The Perspective of the Job Demand Theory

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