A scale designed to assess various aspects of the burnout syndrome was administered to a wide range of human services professionals. Three subscales emerged from the data analysis: emotional exhaustion, depersonalization, and personal accomplishment. Various psychometric analyses showed that the scale has both high reliability and validity as a measure of burnout.

https://onlinelibrary.wiley.com/doi/pdf/10.1002/job.4030020205

The measurement of experienced burnout

This study began with the premise that people can use varying degrees of their selves, physically, cognitively, and emotionally, in work role performances, which has implications for both their wor...

https://www.jstor.org/stable/pdfplus/256287.pdf

Psychological Conditions of Personal Engagement and Disengagement at Work

http://web.mit.edu/curhan/www/docs/Articles/15341_Readings/Group_Performance/Hackman_et_al_1976_Motivation_thru_the_design_of_work.pdf

Motivation through the Design of Work: Test of a Theory.

This paper presents a model of team learning and tests it in a multimethod field study. It introduces the construct of team psychological safety—a shared belief held by members of a team that the team is safe for interpersonal risk taking—and models the effects of team psychological safety and team efficacy together on learning and performance in organizational work teams. Results of a study of 51 work teams in a manufacturing company, measuring antecedent, process, and outcome variables, show that team psychological safety is associated with learning behavior, but team efficacy is not, when controlling for team psychological safety. As predicted, learning behavior mediates between team psychological safety and team performance. The results support an integrative perspective in which both team structures, such as context support and team leader coaching, and shared beliefs shape team outcomes.

/pdf/psychological-safety-and-learning-behavior-in-work-teams-igq2jhsmtc.pdf

Psychological Safety and Learning Behavior in Work Teams

The properties and uses of the Job Diagnostic Survey (JDS) are described The JDS is intended (a) to diagnose existing jobs to determine if (and how) they might be redesigned to improve employee motivation and productivity, and (b) to evaluate the effects of job changes on employees The instrument is based on a specific theory of how job design affects work motivation, and provides measures of (a) objective job dimensions, (b) individual psychological states resulting from these dimensions, (c) affective reactions of employees to the job and work setting, and (d) individual growth need strength (interpreted as the readiness of individuals to respond to "enriched" jobs) Reliability and validity data are summarized for 6S& employees on 62 different jobs in 7 organizations who have responded to a revised version of the instrument

https://psycnet.apa.org/journals/apl/60/2/159.pdf

Development of the Job Diagnostic Survey

The design of work teams

: The report describes the Job Diagnostic Survey (JDS), an instrument designed to measure the following three classes of variables: (1) The objective characteristics of jobs, particularly the degree to which jobs are designed so that they enhance the internal work motivation and the job satisfaction of people who do them; (2) The personal affective reactions of individuals to their jobs and to the broader work setting; and (3) the readiness of individuals to respond positively to 'enriched' jobs--i.e., jobs which have measured potential for generating internal work motivation. The JDS is based on a specific theory of how jobs affect employee motivation. It is intended for two general types of use: For diagnosing existing jobs to determine if (and how) they might be re- designed to improve employee productivity and satisfaction; and for evaluating the effect of job changes on employees--whether the changes derive from deliberate 'job enrichment' projects or from naturally-occurring modifications of technology or work systems.

/pdf/the-job-diagnostic-survey-an-instrument-for-the-diagnosis-of-3v3bk2hmxn.pdf

The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects

Leading groups in organizations

March 1981,volume26 This research examines the relative power of the attraction-selection framework and the job-modification framework in explaining the relationship between several properties of organizational structure (i.e., size, number of hierarchical levels, formalization, centralization) and employee reactions to the work and the work context. The attraction-selection framework suggests that organizations with certain structural properties attract and/or select employees with particular personal attributes. These attributes, in turn, are associated with employee reactions. The job-modification framework posits that structural properties affect the characteristics of employees' jobs. These job characteristics, in turn, are associated with employee reactions. Data were collected from 2,960 employees working on 428 jobs in 36 organizations. Results show that the job-modification framework better explains the relationship between organizational structure and employee reactions than does the attraction-selection framework. Most effective, however, is a framework that combines the attractionselection and job-modification frameworks.

J. R Hackman

Papers

The design of work teams

The Job Diagnostic Survey: An Instrument for the Diagnosis of Jobs and the Evaluation of Job Redesign Projects

Leading groups in organizations

Relationships between organization structure and employee reactions: Comparing alternative frameworks

The psychology of self-management in organizations