Empirical evidence of frequency of change and job burnout

Abstract

This study focused on two main constructs; frequency of change (FoC) and the job burnout in the workplace. It employed a quantitative design to examine the relationship between employees' perceived "frequency of change" (FoC) occurring in their organizations and job burnout subscales -exhaustion, cynicism and professional efficacy. The respondents were low and middle level staff; managers and senior managers in selected manufacturing, information technology (IT) service organizations. Significant differences were found in levels of exhaustion between Financial Services employees and employees of other organization types. Finally, the difference was shown to exist in levels of cynicism between senior managers and employees when perceived FoC is high.

Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs

“…Adaptivity is influenced by leader–member exchange, meaning-making, organization-based self-esteem (van den Heuvel et al, 2014), perceived transformative HR practices (Bodla & Ningyu, 2017), job crafting intervention (Demerouti et al, 2020), and quality of change communication (Petrou et al, 2018), but few studies have examined whether adaptivity is affected by employee perceptions of how often their work environment has undergone changes: namely, change frequency (Rafferty & Griffin, 2006). Frequent changes can increase uncertainty perceptions (Nery et al, 2019), burnout (Zin & Talet, 2016), emotional exhaustion (Johnson, 2016), disruption of shared responsibilities (Carter et al, 2013), reduced support for change (Johnson, 2016), job dissatisfaction (Rafferty & Griffin, 2006), and turnover intentions (Rafferty & Griffin, 2006). Consequently, we devised three research questions: Does change frequency negatively impact adaptivity?…”

Impacto del teletrabajo por la pandemia de la COVID-19 en el cansancio laboral de los docentes universitarios

“…Los estudios de burnout y su relación con otras variables han tenido lugar en diversos contextos, por ejemplo: en un estudio realizado en la industria financiera, comparado con otras industrias, se encontró que existen diferencias significativas en los niveles de burnout entre los empleados de servicios financieros y los empleados de otros tipos de organización y se demostró que hay una diferencia en los niveles de cinismo entre los altos directivos y los empleados cuando se percibe que la frecuencia de cambio es alta (Zin and Talet, 2016); mientras que en una empresa de la industria de la construcción se identificó que la falta de estabilidad laboral, capacitación inadecuada en seguridad, salario bajo, falta de una adecuada evaluación y monitoreo del desempeño de seguridad, tratamiento injusto para el cumplimiento de las disposiciones de seguridad, la concentración en la productividad por parte de los empleadores al ignorar la seguridad de los trabajadores y la mala comunicación relacionada con la seguridad determinan los altos niveles de estrés de los trabajadores, aunque estos factores no impactan de forma directa su desempeño dado su interés en conservar el empleo (Enshassi, El-Rayyes and Alkilani, 2015). En el sector público el burnout laboral tiene un impacto negativo sobre el desempeño laboral de los funcionarios de una entidad pública al Norte de Irán, sugiriendo que se intervenga esta condición para mejorar las condiciones de trabajo y aumentar el desempeño (Asgari, Shirkosh and Haghshenas, 2018).…”

The role of innovative human resource management practices, organizational support and knowledge worker effort in counteracting job burnout in the Polish business services sector

“…For this reason, they are among the populations susceptible to JB. Several studies have documented the existence of burnout among different categories of employees [3,4] environments or specialties [5] and at different stages of their careers [6,7]. The JB can lead to a lack of energy for work, distancing oneself from work, cynicism about work, or low identification with work [3], and a large role in counteracting the emergence of such passive attitudes and behaviors is played by the field of HRM, and IHRMP that refer to the creation of innovative outcomes that are not yet available in the market or are new to the organization [1].…”