Predicting burnout with a hassle-based measure of role demands

Zohar, Dov

doi:10.1002/(sici)1099-1379(199703)18:2<101::aid-job788>3.0.co;2-y

Cited by 110 publications

(94 citation statements)

References 53 publications

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“…Varying from equipment malfunction to inappropriate behavior of coworkers (Zohar, 1999), such obstacles predict an array of stress-related effects, including burnout (Zohar, 1997), anxiety, depression, and other negative emotions (Koch, Tung, Gmelch, & Swent, 1982;Motowidlo, Packard, & Manning, 1986). In a recent study, Zohar (1999) examined the effects of occupational hassles on negative mood and exertion in a sample of parachute trainers.…”

Section: Daily Hasslesmentioning

confidence: 99%

Meetings and More Meetings: The Relationship Between Meeting Load and the Daily Well-Being of Employees.

Luong

Rogelberg

2005

Group Dynamics: Theory, Research, and Practice

125

149

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Meetings are an integral part of organizational life; however, few empirical studies have systematically examined the phenomenon and its effects on employees. By likening work meetings to interruptions and daily hassles, the authors proposed that meeting load (i.e., frequency and time spent) can affect employee well-being. For a period of 1 week, participants maintained daily work diaries of their meetings as well as daily self-reports of their well-being. Using hierarchical linear modeling analyses, the authors found a significant positive relationship between number of meetings attended and daily fatigue as well as subjective workload (i.e., more meetings were associated with increased feelings of fatigue and workload).Meetings are an integral and pervasive experience of organizational life. As a forum in which employees communicate and coordinate the organization's goals and objectives, the meeting is a vehicle for many activities, from problem solving to interdepartmental interactions. Given their utility, it is not surprising that meeting load (i.e., the frequency and length of meetings) has steadily surged in the last few decades (Mosvick & Nelson, 1987). Since a 1973 study by Mintzberg, which found that the majority of a manager's typical workday (69%) was spent in meetings, more recent surveys have suggested that meeting loads are increasing. Mosvick and Nelson (1987), for example, reported that relative to the 1960s, the average executive participated in twice as many meetings in the 1980s. Tobia and Becker (1990), in a survey of 1,900 business leaders, found that almost 72% of individuals currently spend more time in meetings than they did 5 years ago. In addition, more than 49% surveyed expect to be spending even more time in meetings 4 years from now.Given these statistics indicating the rise in frequency of and time spent in meetings, it behooves us to ask whether increased meeting load is indeed beneficial for the organization and the individual employee. To the extent that meetings help organizations and employees achieve their goals, their utility is quite apparent. The question remains, however, as to whether an ever-increasing meeting load may affect the employee at the individual, psychological level. In our search of the extant literature, we found no research that addresses the psychological effects of meeting load; in fact, we found that few empirical studies have been conducted on the phenomenon of the meeting itself. In taking heed of Schwartzman's (1986) declaration to examine the meeting as a topic in its own right, with the present study we attempt to contribute to research by examining the meeting load of a sample of employees and how it affects how these employees feel at the end of each day, for 5 days.We propose that despite the fact that meetings may help achieve work-related goals, having too many meetings and spending too much time in meetings per day may have negative effects on the individual. In other words, we fully acknowledge the work-related benefits and the utility of me...

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Section: Daily Hasslesmentioning

confidence: 99%

Meetings and More Meetings: The Relationship Between Meeting Load and the Daily Well-Being of Employees.

Luong

Rogelberg

2005

Group Dynamics: Theory, Research, and Practice

125

149

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“…According to its definition, emotional exhaustion represents an endless state of physical and emotional fatigue that results from intemperate occupation, unsatisfied individual needs, and/or relentless stress (30). It also depicts a tendency to be sincerely overextended and depleted by one's work, which is evidenced by both physical weakness and a feeling of mental exhaustion and inward depletion (31). Because emotional exhaustion is related to work pressures and especially one's history of work experience, middleaged nurses with 6 -15 years of work experience often face fatigue due to work pressure.…”

Section: Discussionmentioning

confidence: 99%

The Impact of Demographic Features and Environmental Conditions on Rates of Nursing Burnout

et al. 2016

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Background: The burnout phenomenon is a complex and multidimensional reality and also a common metaphor for a state of extreme psychophysical exhaustion that is usually related to work. Objectives: The goal of this study was to evaluate nursing burnout in 371 registered nurses at both governmental and private hospitals in Shiraz, Iran. Patients and Methods: This was a cross-sectional study that evaluated nursing burnout using the Maslach Burnout Inventory. Independent sample T-test and one-way analysis of variance were performed to determine the association between demographic factors, the nurses' working environment, and nurse burnout. Results:The results of this study showed that nurses in internal medicine wards, at staff positions, and on rotating shifts in governmental hospitals have a high rate of total burnout (P < 0.05). In contrast, nurses with less than five years of work experience have a high rate of reduced personal accomplishment (P < 0.05). Also, nurses with 6 -15 years of work experience reported the highest incidence of emotional exhaustion (P < 0.05). Conclusions: Burnout is associated with some specific demographic and environmental features. To reduce and prevent burnout, nursing leadership should focus on personal accomplishments in nurses with little work experience, especially for nurses in internal medicine wards, on rotating shifts, and on staff wards. In addition, policy makers at higher levels should also consider nursing burnout in governmental hospitals.

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“…Role overload and interpersonal conflict at work were adapted for daily use from two dimensions of Zohar's (1997) Morning, afternoon, and evening. Two items referring to drinking that occurred today between 12:00 AM -8:00 AM and today 8:00 AM -4:00 PM were not analyzed in this study.…”

Section: Methodsmentioning

confidence: 96%

Vulnerability and Protective Factors of Stress-Related Drinking: an Exploration of Individual and Day-Level Predictors of Alcohol Involvement

McCabe¹

2000

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Predicting burnout with a hassle-based measure of role demands

Cited by 110 publications

References 53 publications

Meetings and More Meetings: The Relationship Between Meeting Load and the Daily Well-Being of Employees.

Meetings and More Meetings: The Relationship Between Meeting Load and the Daily Well-Being of Employees.

The Impact of Demographic Features and Environmental Conditions on Rates of Nursing Burnout

Vulnerability and Protective Factors of Stress-Related Drinking: an Exploration of Individual and Day-Level Predictors of Alcohol Involvement

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