Patterns of burnout among managers and professionals: a comparison of models

Abstract

SummaryUsing structural equation modeling, this paper compares the intertemporal sequences of the burnout components proposed by Maslach (1982) and Golembiewski (1989) using responses from 354 human resource professionals. The relationship between the burnout components and several critical variables that are theoretically linked to the phenomenon are also investigated. Studying human resource professionals allows us to examine the generalizability of burnout. This group of employees provides a range of services to a largely internal client group, and thus experience strain from interpersonal interactions. Results support Maslach's three-factor sequential model of burnout, although its superiority over the Golembiewski sequential model is not de®nitive. A post hoc analysis reveals a signi®cant path between emotional exhaustion and personal accomplishment, and an insigni®cant path between depersonalization and personal accomplishment. Investigation of the relationship between the burnout components and several critical, theoretically linked variables indicates signi®cant paths between (a) role overload and emotional exhaustion, (b) noncontingent punishment and depersonalization, and (c) contingent rewards and personal accomplishment. The work documents the generalizability of burnout to managers and professionals in corporate settings.

Using the job demands‐resources model to predict burnout and performance

“…Consistent with Leiter's (1993) process model of burnout, feelings of exhaustion were positively related to disengagement. The burnout literature seems to systematically find evidence for this relationship (e.g., Cordes et al, 1997) and, consequently, this relationship should be added to the JD-R model. Apparently, employees attempt to gain emotional distance from their job as a way of coping with their work-related feelings of exhaustion.…”

“…escape/emotion-focused coping; Latack & Havlovic, 1992). This model has been supported by several studies (e.g., Bakker, Schaufeli, Sixma, Bosveld, & Van Dierendonck, 2000;Cordes, Dougherty, & Blum, 1997). Thus, we assume that exhaustion fostered by job demands may evoke psychological withdrawal (cf.…”

Engaging Our Workforce: How Job Demands and Resources Contribute to Social Worker Burnout, Engagement and Intent to Leave

“…Support has been shown for test-retest reliability ranging from .60 to .82 (Bamett, Brennan, & Gareis, 1999;Byrne, 1994;Cordes, Dougherty, & Blum, 1997;Richardsen, & Martinussen, 2004; and there is evidence of convergent and discriminant validity (Cordes, Dougherty, & Blum, 1997;Demerouti, Bakker, Vardakou, & Kantas, 2003). Research also has found evidence for predictive validity of the MBI .…”

The Study on the Effect of University Faculties' Job Stress on Organizational Commitment

“…Individuals at work cannot bear the burden of emotional exhaustion work is too monotonous, from which no sense of accomplishment, or lack of autonomy in the work, will make individuals unable to work in the self, and the formation of frustration, the final emotional retreat and physiological abnormalities and other phenomena and individuals face different contradictory role expectations, cannot be adjusted, to cope with, will also make emotional resources exhausted (Cordes & Dougherty, 1997) [21].…”