Burnout among pilots: psychosocial factors related to happiness and performance at simulator training

Demerouti, Evangelia; Veldhuis, Wouter B.; Coombes, Claire; Hunter, Rob

doi:10.1080/00140139.2018.1464667

Cited by 85 publications

(74 citation statements)

References 56 publications

(75 reference statements)

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“…Although burnout has been conceptualised in different ways since its inception, there is general agreement that it consists of two main components: high levels of exhaustion and a cynical/distant reaction towards one's work (Demerouti et al 2019). The exhaustion component is known as emotional exhaustion, which involves "feelings of being overextended and depleted of one's emotional and physical resources" (Maslach et al 2001, p. 399).…”

Section: Theoretical Frameworkmentioning

confidence: 99%

Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes

2020

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In recent years, scholars have sought to investigate the impact that ethical leaders can have within organisations. Yet, only a few theoretical perspectives have been adopted to explain how ethical leaders influence subordinate outcomes. This study therefore draws on social rules theory (SRT) to extend our understanding of the mechanisms linking ethical leadership to employee attitudes. We argue that ethical leaders reduce disengagement, which in turn promotes higher levels of job satisfaction and organisational commitment, as well as lower turnover intentions. Co-worker social undermining is examined as a moderator of the relationship between ethical leadership and disengagement, as we suggest that it is difficult for ethical leaders to be effective when co-worker undermining prevails. To test the proposed model, questionnaires were administered to 460 nurses in Romanian hospital settings over three time points separated by two-week intervals and the hypotheses were tested using generalised multilevel structural equation modeling (GSEM) with STATA. The findings revealed that ethical leadership has a beneficial effect on employee attitudes by reducing disengagement. However, the relationship between ethical leadership and disengagement was moderated by co-worker social undermining, such that when undermining was higher, the significance of the mediated relationships disappeared. These results suggest that while ethical leaders can promote positive employee attitudes, their effectiveness is reduced in situations where co-worker undermining exists.

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Section: Theoretical Frameworkmentioning

confidence: 99%

Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes

2020

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“…Nowadays, agreement exists that even in the most stable work environments with detailed job descriptions and clear work procedures, employee‐driven job redesign behaviours are quite common at work and complement management‐driven job redesign efforts (Demerouti, Veldhuis, Coombes, & Hunter, 2019; Lichtenthaler & Fischbach, 2019). Job crafting refers to proactive behaviours whereby employees craft their job to align it better with their own abilities, needs and preferences (Lichtenthaler & Fischbach, 2019; Wrzesniewski & Dutton, 2001).…”

Section: Introductionmentioning

confidence: 99%

“…Partially contributing to such a research stream, Demerouti and Peeters (2018) suggested that employees may craft their work by optimising their demands, that is, by actively trying to make work processes more efficient rather than completely avoiding them. Compared to decreasing demands, optimising demands is more constructive and refers to attempts to make work more efficient, bypassing inefficient processes (Demerouti et al, 2019). In introducing such a dimension, authors expressly referred to optimising demands as an “additional job crafting strategy” (Demerouti & Peeters, 2018, p. 210).…”

Section: Introductionmentioning

confidence: 99%

Evidence on the Hierarchical, Multidimensional Nature of Behavioural Job Crafting

et al. 2019

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While to date job crafting has been conceptualised as consisting of behaviours aiming at seeking more resources, decreasing hindering demands, and seeking more challenges, recent research suggests that individuals may restore the fit between their demands and preferences also by optimising their demands. Accordingly, optimising demands has been introduced in the resource‐based perspective to job crafting as an additional strategy that aims at making the work processes more efficient, simplifying procedures and eliminating obstacles. In this paper, we explore and provide evidence for the validity of a four‐factor, hierarchical structure of behavioural job crafting constituted by increasing resources, seeking challenges, decreasing demands, and optimising demands. Moreover, our results provide initial evidence suggesting that overall job crafting may be more strongly characterised by effortful actions to expand the work characteristics rather than to reduce them.

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“…For instance Demerouti, Veldhuis, et al examined burnout among European pilots and how psychosocial factors relate to happiness and performance at simulator training. 14 They found that 40% of pilots experienced burnout, and that burnout negatively correlated with performance. The high prevalence among pilots in the study necessitates increase attention on burnout in the aviation industry in order to address it as a workplace counterproductive experience.…”

Section: Literaturementioning

confidence: 99%

A cross-sectional investigation of prevalence of occupational burnout in Saudi aviation industry

Ekore

Allui

Shareef

et al. 2020

International Journal of Engineering Business Management

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Achievement of excellence in the aviation industry largely depends on a highly effective workforce. In the management of organizational behavior, the well-being of employees is essential in the workforce and organization’s outcomes. Despite the roles of occupational burnout in well-being and productivity, not much exist in the global literature that includes the Saudi aviation industry. Our study was designed as a survey to examine the prevalence of occupational burnout in the aviation industry. It involved a sample size of 1051 from different work groups in the industry. Questionnaires that required information on socio-demographics and contained the Maslach and Jackson’s burnout inventory that was adapted for the study were utilized for data collection. A prevalence of 41.7% of occupational burnout was found and it existed by age and work group differences in the sample. The findings are indicative of burnout as a near epidemic that has significant potential to negatively influence employees’ productivity in the industry. Enlarging the scope and inclusion of some other dispositional variables that could enhance impact analysis of occupational burnout may be considered in future researches. Nevertheless, the study has provided empirical basis to raise awareness of occupational burnout for management, scholars and practitioners. It is expected to guide interventions that promote employees’ well-being, and also help to expand the global literature on aviation industry data.

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Burnout among pilots: psychosocial factors related to happiness and performance at simulator training

Cited by 85 publications

References 56 publications

Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes

Examining the Boundaries of Ethical Leadership: The Harmful Effect of Co-worker Social Undermining on Disengagement and Employee Attitudes

Evidence on the Hierarchical, Multidimensional Nature of Behavioural Job Crafting

A cross-sectional investigation of prevalence of occupational burnout in Saudi aviation industry

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