Why is This Happening? A Causal Attribution Approach to Work Exhaustion Consequences

Moore, Jo Ellen

doi:10.2307/259017

Cited by 160 publications

(154 citation statements)

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“…Our findings are also consistent with Moore's (2000) causal attribution approach to work exhaustion consequences. Accordingly, individuals experiencing feelings of exhaustion will be motivated to find out what the causes of their feelings are.…”

Section: Differential Effects Of Job Demands and Resourcessupporting

confidence: 81%

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

Bakker

Demerouti

Verbeke

2004

Human Resource Management

1,835

1,518

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Section: Differential Effects Of Job Demands and Resourcessupporting

confidence: 81%

“…Thus, attribution theory is used to model reactions to exhaustion. Although attributions were not directly investigated in the present study, our findings are in keeping with Moore's (2000) approach. Results showed that feelings of exhaustion were positively related to disengagement.…”

Section: Differential Effects Of Job Demands and Resourcessupporting

confidence: 67%

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

Bakker

Demerouti

Verbeke

2004

Human Resource Management

1,835

1,518

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“…Another powerful factor that prior research has repeatedly shown to be significantly correlated to organizational commitment, job satisfaction, and turnover intention is burnout (Moore, 2000b). Research has shown that emotional exhaustion (a core dimension of burnout) is linked to reduced job satisfaction (Burke & Greenglass, 1995;Maslach & Jackson, 1986;Pines, Aronson, & Kafry, 1981;Wolpin, Burke, & Greenglass, 1991); reduced organizational commitment (Jackson, Turner, & Brief, 1986;Leiter & Maslach, 1988;Sethi, Barrier, & King, 2004); and high turnover and turnover intention (Firth & Britton, 1989;Jackson et al, 1986).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Quality of working life and turnover intention in information technology work

Korunka

Hoonakker²,

Carayon

2008

Hum Ftrs & Erg Mfg Svc

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High turnover has been a major issue in information technology (IT) organizations. A conceptual model to explain turnover was developed and tested in two national samples of IT and IT manufacturing work. The model postulates that quality of working life mediates the relations between job/organizational characteristics and turnover intention. The American sample consisted of 624 IT employees of five IT organizations. The Austrian sample consisted of 677 employees from an international IT production company (IT manufacturing work). A similar questionnaire was used in both studies. The model was tested with path analysis. A core model with main pathways between job demands and supervisory support to emotional exhaustion, and between emotional exhaustion and job satisfaction to turnover intention was confirmed in the national samples and in subsamples of demographics and job types.

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“…This process concerns also burnout that carries series of effects for an employee and also for an organisation which hires them (Moore, 2000). Among the individual effects the best examined are the healthy ones.…”

Section: Literature Reviewmentioning

confidence: 99%

Organisational reasons of job burnout

Moczydłowska

2016

Ekonomia I Zarzadzanie

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A B S T R A C TThe article contains theory-cognitive and empirical parts which aim at diagnosing the organisational reasons of burnout detected by managers in. The group of 45 managers who are the students of Executive MBA in the Institute of Economics of the Polish Academy of Sciences in Warsaw took part in the research. The managers' opinions about organisational risk factors of burnout which occur in their work environment were the research subject. Survrey was the main research tool used in the study. The following research problem was formulated: What organisational factors raiseing the risk of burnout are detected by managerial staff in their work environment? The analysis of respondents' statements enable to identify of the following categories of burnout risk factors: pressure (of time, responsibility, expectations), lack of possibilities to develop occupational abilities and of prospects, the reasons entrenched in wrong interpersonal relations, lack of basic employees' need, deficiencies of the motivational system and work organisation, failure to meet the making decisions. Indirectly, the research results indicate senior staff individualistic inertia. The respondents are conscious of burnout risk factors but they do not take enough effective action to build friendly organisational environment and promote healthy lifestyle. They estimate that the impact of these factors on the mental hygiene improvement in the enterprises is little. They are prone to detect potential sources of burnout in factors which they do not have direct influence on, for instance in the rules enforced by the high level managers, in law of tough market competition etc. There are no statistically significant differences between the responses of men and women. The article develops knowledge in the area of organisational behavior. K E Y W O R D S burnout, organisational stress, managers' perception

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Why is This Happening? A Causal Attribution Approach to Work Exhaustion Consequences

Cited by 160 publications

References 0 publications

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

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

Quality of working life and turnover intention in information technology work

Organisational reasons of job burnout

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