The job demands-resources (JD-R) model proposes that working conditions can be categorized into 2 broad categories, job demands and job resources. that are differentially related to specific outcomes. A series of LISREL analyses using self-reports as well as observer ratings of the working conditions provided strong evidence for the JD-R model: Job demands are primarily related to the exhaustion component of burnout, whereas (lack of) job resources are primarily related to disengagement. Highly similar patterns were observed in each of 3 occupational groups: human services, industry, and transport (total N = 374). In addition, results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.

The job demands-resources model of burnout

Burnout is a unique type of stress syndrome, characterized by emotional exhaustion, depersonalization, and diminished personal accomplishment. Although burnout has been shown to be potentially very costly in the helping professions, such as nursing, education, and social work, little work has been done thus far to establish its generalizability to industry. This article reviews the literature on burnout and provides a conceptual framework designed to improve the understanding of burnout. Propositions are presented that are aimed at clarifying the dynamics of burnout, including determinants of and interrelationships among the three burnout components.

A Review and an Integration of Research on Job Burnout

http://personal.psu.edu/faculty/a/a/aag6/Brotheridge&GrandeyJVB.pdf

Emotional labor and burnout: Comparing two perspectives of "people work"

Using the contest- and sponsored-mobility perspectives as theoretical guides, this meta-analysis reviewed 4 categories of predictors of objective and subjective career success: human capital, organizational sponsorship, sociodemographic status, and stable individual differences. Salary level and promotion served as dependent measures of objective career success, and subjective career success was represented by career satisfaction. Results demonstrated that both objective and subjective career success were related to a wide range of predictors. As a group, human capital and sociodemographic predictors generally displayed stronger relationships with objective career success, and organizational sponsorship and stable individual differences were generally more strongly related to subjective career success. Gender and time (date of the study) moderated several of the relationships examined.

Predictors of objective and subjective career success: a meta‐analysis

A longitudinal study predicted changes in burnout or engagement a year later by identifying 2 types of early indicators at the initial assessment. Organizational employees (N = 466) completed measures of burnout and 6 areas of worklife at 2 times with a 1-year interval. Those people who showed an inconsistent pattern at Time 1 were more likely to change over the year than were those who did not. Among this group, those who also displayed a workplace incongruity in the area of fairness moved to burnout at Time 2, while those without this incongruity moved toward engagement. The implications of these 2 predictive indicators are discussed in terms of the enhanced ability to customize interventions for targeted groups within the workplace.

Early predictors of job burnout and engagement.

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Professional burnout in human service organizations

Burnout -- the sudden, depressed loss of interest in and capacity for work -- is a particular problem in the social services Cherniss seeks the causes of burnout in the individual, in his work, and in society as a whole, examining its dynamics and effects and suggesting preventative measures 'This is a well-planned book on a fascinating subject which is dealt with succinctly in clear language, encouraging one to read it at one sitting' -- Health Visitor, February 1982, Vol 55 'Cherniss provides a comprehensive, basic test of the burnout syndrome that is relevant to social work and makes excellent use of related research' -- Social Work in Education, July 1983, Vol 5

Staff Burnout: Job Stress in the Human Services

There has been much confusion and controversy concerning the concept of emotional intelligence (EI). Three issues have been particularly bothersome. The first concerns the many conflicting definitions and models of EI. To address this issue, I propose that we distinguish between definitions and models and then adopt a single definition on which the major theorists already seem to agree. I further propose that we more clearly distinguish between EI and the related concept of emotional and social competence (ESC). The second issue that has generated concern is the question of how valid existing measures are. After reviewing the research on the psychometric properties of several popular tests, I conclude that although there is some support for many of them, they all have inherent limitations. We need to rely more on alternative measurement strategies that have been available for some time and also develop new measures that are more sensitive to context. The third area of contention concerns the significance of EI for outcomes such as job performance or leadership effectiveness. Recent research, not available to earlier critics, suggests that EI is positively associated with performance. However, certain ESCs are likely to be stronger predictors of performance than EI in many situations. Also, EI is likely to be more important in certain kinds of situations, such as those involving social interaction or significant levels of stress. Context makes a difference.

Emotional Intelligence: Toward Clarification of a Concept

Cary Cherniss Graduate School of Applied and Professional Psychology Rutgers University 152 Frelinghuysen Road Piscataway, NJ 08854 732-445-2187 cherniss@rci.rutgers.edu www.eiconsortium.org Paper presented at the Annual Meeting of the Society for Industrial and Organizational Psychology, New Orleans, LA, April 15, 2000

/pdf/emotional-intelligence-what-it-is-and-why-it-matters-4wivcgp1ky.pdf

Emotional Intelligence: What it is and Why it Matters

In reviewing everything we have learned about professional burnout during the last 15 years, is there a single, underlying theme that emerges? Given how large and varied the research literature on burnout has become, it’s not clear that one theme can tie it all together. Yet the very diversity of the work demands that we make some attempt to develop a unifying conception. A particularly good candidate for such a unifying conception is the concept of self-efficacy. It is not a new concept in psychology. But most writing and research on burnout has not explicitly recognized this conceptual link between burnout and self-efficacy. This is unfortunate, because linking burnout with self-efficacy can point to some valuable new directions for research, theory, and action on burnout in the future, as Leiter (1990a) recently suggested.

Cary Cherniss

Papers

Professional burnout in human service organizations

Staff Burnout: Job Stress in the Human Services

Emotional Intelligence: Toward Clarification of a Concept

Emotional Intelligence: What it is and Why it Matters

Role Of Professional self-efficacy In The Etiology And Amelioration Of Burnout