Does job standardization increase job burnout?

Abstract

2014),"The moderated relationship between job burnout and organizational cynicism", Management Decision, Vol. 52 Iss 3 pp. 482-504 http://dx.If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation.Abstract This empirical study examines the relationship between job standardization, role stress and job burnout components (i.e. emotional exhaustion, diminished personal accomplishment and depersonalization). Data used here comes from 412 employees of manufacturing and service companies in Taiwan. A path analysis model is developed and tested that posits role conflict and ambiguity as a partial mediator of job standardization resulting in job burnout relationship. Empirical results suggest that increased job standardization diminishes job burnout indirectly, such that the true effect of job standardization may be understood with role stress constructs. However, we show that job standardization and job burnout components have spurious relationships. Results are contrasted with those from previous studies, and implications for managers are discussed.

Work Stress Among Casino Industry Supervisors in Macao Casinos

“…First, casino operators and senior managers should recognize that excessive levels of unresolved stress can be detrimental to the morale, performance and heath of individuals and will affect both the productivity of staff and the quality of service they deliver as well as the profits of a company (Hsieh & Yen, 2003). They should understand that employees are less threatened and stressed when they work in environments that provide strong emotional support and an abundance of resources (Cartwright & Cooper, 2002;Singh, 2000).…”

“…The existing literature focuses on hotel and motel managers and frontline staff (Pienaar & Willemse, 2008), culinary arts workers (Huang, 2006), hospitality teachers (Devonport, Biscomb, & Lane, 2008), restaurant workers, including chefs (Gibbons & Gibbons, 2007;Hsieh & Yen, 2003;Seymour, 2000), and tourism employees (Law et al, 1995). In particular, research is lacking on work stress and strategies for coping with stress amongst midlevel managers in casinos.…”

Gaps in the structuring of organizations in the graduate employment context in Uganda

“…Therefore, stringent job description falls short of relation building and interaction ingredients that bring people together which makes it difficult for employees to initiate any collaborative efforts (Folgheraiter 2003). However, organizations that are not restrictive in job codification always give a chance to employees to communicate within and across organizations, which further enhances collaboration (Hsieh and Hsieh 2003).…”

Immer schneller, immer mehr

“…Ziel der Standardisierung ist es, Verhalten oder Verfahren vorzuschreiben oder zu begrenzen (Hsieh/Hsieh 2003). Ziel der Standardisierung ist es, Verhalten oder Verfahren vorzuschreiben oder zu begrenzen (Hsieh/Hsieh 2003).…”