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

The job demands-resources (JD-R) model was used to examine the relationship between job characteristics, burnout, and (other-ratings of) performance (N = 146). We hypothesized that job demands (e.g., work pressure and emotional demands) would be the most important antecedents of the exhaustion component of burnout, which, in turn, would predict in-role performance (hypothesis 1). In contrast, job resources (e.g., autonomy and social support) were hypothesized to be the most important predictors of extra-role performance, through their relationship with the disengagement component of burnout (hypothesis 2). In addition, we predicted that job resources would buffer the relationship between job demands and exhaustion (hypothesis 3), and that exhaustion would be positively related to disengagement (hypothesis 4). The results of structural equation modeling analyses provided strong support for hypotheses 1, 2, and 4, but rejected hypothesis 3. These findings support the JD-R model's claim that job demands and job resources initiate two psychological processes, which eventually affect organizational outcomes. © 2004 Wiley Periodicals, Inc.

/pdf/using-the-job-demands-resources-model-to-predict-burnout-and-2yi9nwntle.pdf

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

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

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

A meta-analysis of burnout with job demands, resources, and attitudes

http://cscsproject.weebly.com/uploads/1/3/7/1/1371292/swider_and_zimmerman_2010_full_article.pdf

Born to burnout: A meta-analytic path model of personality, job burnout, and work outcomes

Using 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 definitive. A post hoc analysis reveals a significant path between emotional exhaustion and personal accomplishment, and an insignificant path between depersonalization and personal accomplishment. Investigation of the relationship between the burnout components and several critical, theoretically linked variables indicates significant 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. © 1997 John Wiley & Sons, Ltd.

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

This study investigated the mediations of ninety-seven community mediators in the People's Republic of China. The mediators' reports on two mediations each — one successful and one unsuccessful — indicated the frequency with which they use twenty-seven mediation techniques. In addition, their information revealed the strategies — assist, procedural, educate, and external reliance — they employ in their mediations. It was found that Chinese mediators utilize the same techniques and strategies in successful versus nonsuccessful mediations; yet, their techniques and strategies differ in couple (husband-wife) as opposed to noncouple disputes.

Community Mediation in the People's Republic of China

This paper seeks to expand the knowledge of the influence of job embeddedness using a sample of Albanian employees working in the banking industry. Findings from the Albanian sample differed from previous findings in embeddedness research conducted in the US. The influence that the affective components of turnover, that of commitment and satisfaction, have on intent to leave as well as the highly predictive (in U.S. samples) job embeddedness construct influenced turnover in this sample of Albanian bank employees. Demographic and cultural explanations for these findings suggest that job embeddedness may have differential effects cross-culturally.

/pdf/albanian-turnover-is-the-job-embeddedness-construct-1kr1lwmijb.pdf

Albanian Turnover: Is the Job Embeddedness Construct Predictive in an Albanian Context?

The past ten years have produced substantial literature in the area of work commitment. Many empirical studies have attempted to determine the antecedents as well as the outcomes or consequences of work commitment (e.g., Mowday, Steers and Porter, 1982; Rabinowitz and Hall, 1977). Work commitment is particularly important among public sector employees like transportation department (agency) employees. As public employees, rewards may be more a function of political and general economic conditions than job performance. High loyalty or commitment is necessary to retain employees working under such circumstances. High commitment also enhances the probability that employees will act in the best interests of the department when faced with unexpected contingencies (Romzek, 1985). Moreover, the growth in the types of work carried out in transportation departments has produced a more diverse composition of transportation employees (e.g., smaller proportion of engineering/technical jobs, greater proportion of enforcement and other contact type of jobs; more women). Specifically, transportation department functions have expanded beyond traditional \"highway commission\" activities (i.e., road building and maintenance) to include enforcement and regulation activities. Many states also have centralized all of their transportation related responsibilities (e.g., highway, marine, rail and air). A question that can be raised is whether these newer and different employees register higher or lower levels of work commitment. The purpose of this article is to examine work commitment among a sample of transportation department employees and explore any differences associated with length of service, sex, and position in the department.

http://rop.sagepub.com/content/8/3/96.full.pdf

Michael Blum

Papers

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

Community Mediation in the People's Republic of China

Albanian Turnover: Is the Job Embeddedness Construct Predictive in an Albanian Context?

Work Commitment Among Department of Transportation Employees

HRM: Managing conflicts in the firm