scholarly journals Examining Burnout and the Relationships Between Job Characteristics, Engagement, and Turnover Intention Among U.S. Educators

SAGE Open ◽  
2020 ◽  
Vol 10 (4) ◽  
pp. 215824402097236
Author(s):  
Mia B. Russell ◽  
Prince A. Attoh ◽  
Tyrone Chase ◽  
Tao Gong ◽  
Jinhee Kim ◽  
...  
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Job Demands ◽  
Job Characteristics ◽  
Work Environments ◽  
Job Resources ◽  
Future Research ◽  
Organizational Strategies ◽  
The Relationship ◽  
Underlying Processes

As a modern epidemic, burnout is the leading reason educators leave the profession. Guided by the job demands–resources theory, this study empirically examines the underlying processes associated with burnout and the direct relationships between job characteristics (i.e., job demands and job resources), turnover intention, and work engagement among a U.S. sample of educators ( n = 855). Although both job demands and job resources were positively related to work engagement, job demands had a stronger influence. Job demands and job resources were related to burnout; however, job resources had a stronger effect. Burnout mediated the relationship between job demands and work engagement as well as job resources and turnover intention. This study shows that job demands and job resources play an important role in burnout and work engagement. As a workplace phenomenon, addressing burnout requires leaders and managers to create organizational strategies that strengthen and support the work environment. Findings from this study may help inform practice and policy changes, including the intentional development of supportive work environments, carefully crafted positions with person-fit in mind, and effective monitored paid time off policies and processes. Other recommendations and future research are also offered.

The Differences Between Work Engagement and Workaholism, and Organizational Outcomes: An Integrative Model

2013 ◽  
Vol 41 (10) ◽  
pp. 1655-1665 ◽  
Author(s):  
Youngkeun Choi
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Job Demands ◽  
Organizational Outcomes ◽  
Negative Influence ◽  
Integrative Model ◽  
Job Resources ◽  
Citizenship Behavior ◽  
The Relationship ◽  
Conceptual Confusion

Workaholism and work engagement both indicate high involvement with work, leading to some conceptual confusion. There are important differences, however, but few researchers have investigated the distinction. In this study, I used the Job Demands-Resources (JD-R) model (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001) to propose an integrative model to demonstrate their theoretical and empirical dissimilarity. I chose turnover intention (TI) and occupational citizenship behavior (OCB) to measure organizational outcomes. The results showed that job resources were positively related to work engagement and that job demands moderated the relationship between job resources and work engagement. In addition, job demands were positively related to workaholism and job resources moderated the relationship between job demands and workaholism. Finally, work engagement influenced TI negatively and OCB positively. However, although workaholism influenced OCB negatively, as expected, the negative influence of workaholism on TI was contrary to my hypothesis.

scholarly journals The Motivational Potential of Human Resource Development: Relationships Between Perceived Opportunities for Professional Development, Job Crafting and Work Engagement

2018 ◽  
Vol 8 (2) ◽  
pp. 27 ◽  
Author(s):  
Naomi Grosze Nipper ◽  
Jessica van Wingerden ◽  
Rob Poell
Keyword(s):  
Professional Development ◽  
Human Resource Development ◽  
Work Engagement ◽  
Job Demands ◽  
Job Crafting ◽  
Job Resources ◽  
Future Research ◽  
Changing Economy ◽  
The Relationship ◽  
Practical Implications

The importance of work engagement for organizational success in a rapidly changing economy has been emphasized in literature for several decades. A possible strategy for organizations to strengthen employees’ work engagement may be related to their professional development. Based on the job crafting and job demands-resources literatures, we hypothesize that perceived opportunities for professional development have a positive relationship with work engagement and that this relationship is partially mediated by employees’ job crafting behavior. To test the hypothesized relationships, we conducted a bootstrapping analysis using a sample of 859 employees working in various sectors and organizations in The Netherlands. The outcomes revealed that job crafting partially mediated the relationship between perceived opportunities for professional development and employees’ work engagement. More specifically, two job crafting strategies were the strongest mediators in the relationship between perceived opportunities for professional development and work engagement, namely increasing structural job resources and increasing challenging job demands. Theoretical contributions, limitations, suggestions for future research and practical implications are discussed.

scholarly journals Employees’ Job Characteristics and Job Crafting Behavior: The Mediating Role of Perceived Opportunities to Craft

2018 ◽  
Vol 8 (4) ◽  
pp. 65
Author(s):  
Jessica Van Wingerden ◽  
Rob Poell
Keyword(s):  
Health Care Professionals ◽  
Structural Equation ◽  
Job Demands ◽  
Job Characteristics ◽  
Job Crafting ◽  
Job Resources ◽  
Mediating Role ◽  
Dutch Health ◽  
The Relationship

The present study was designed to gain knowledge about the relationship between job characteristics in the workplace (job demands and job resources), employees’ perceived opportunities to craft, and subsequently their actual job crafting behavior. Specifically, the potential mediating role of perceived opportunities to craft could shed better light on the mechanisms that lead employees to job craft in the context of particular work characteristics. We collected data among a group of Dutch health care professionals working in an organization that offers care for patient with mental disabilities (N=522). Participants of the study reported their job demands; workload, emotional demands and work-home interference, their job resources; role clarity, communication and team cohesion, their perceived opportunities to craft, and their job crafting behavior. We tested the hypothesized antecedents of job crafting perceptions and behavior model with structural equation modelling (SEM) analyses. Results indicated that perceived opportunities to craft mediates the relationship between job resources and employees actual job crafting behavior. The insights provided in this study do not only build on job crafting literature but are also helpful to understand which aspects of the workplace influence employees’ job crafting behavior. Therefore, these insights may be useful for the deliberate cultivation of job crafting behavior within organizations.

scholarly journals Workplace Friendship, Trust in the Leader and Turnover Intention: The Mediating Effects of Work Engagement

2019 ◽  
Vol 9 (4) ◽  
pp. 184
Author(s):  
Vanchai Ariyabuddhiphongs ◽  
Charoon Boonsanong
Keyword(s):  
Work Engagement ◽  
Turnover Intention ◽  
Job Demands ◽  
Job Resources ◽  
Positive Outcomes ◽  
Mediation Model ◽  
Mediating Effects ◽  
Workplace Friendship ◽  
Bank Management ◽  
Bank Tellers

The job demands-resources model hypothesizes work engagement’s positive mediating effects between job resources and positive outcomes; its mediating effects between job resources and negative outcomes have rarely been examined. We propose workplace friendship and trust in the leader as job resources and turnover intention as a negative outcome and hypothesize that workplace friendship and trust in the leader will positively predict work engagement, and that work engagement will negatively predict turnover intention. To test our hypotheses, we conducted a study among 166 bank tellers in Bangkok, Thailand using a questionnaire survey. Regression analysis with bootstrapping was used to test the hypotheses and the mediation model. The hypotheses and the model were supported. The results of our study provide support for the job demands-resources model and suggest for the bank management the advisement of encouraging friendship among bank tellers and cultivating their trust in the managers.

Relationships between job characteristics, work engagement, conscientiousness and managers’ turnover intentions

2018 ◽  
Vol 47 (2) ◽  
pp. 353-377 ◽  
Author(s):  
Upasna A. Agarwal ◽  
Vishal Gupta
Keyword(s):  
Work Engagement ◽  
Indirect Effects ◽  
Turnover Intention ◽  
Structural Equation ◽  
Turnover Intentions ◽  
Job Characteristics ◽  
Equation Modeling ◽  
Content Type ◽  
The Relationship

Purpose Integrating the job demands-resources theory and the conservation of resources theory, the purpose of this paper is to develop and test a moderated-mediation model examining the relationships between motivating job characteristics, work engagement, conscientiousness and managers’ turnover intentions. Design/methodology/approach Data were collected using a survey questionnaire from 1,302 managers working in eight Indian private sector organizations. Structural equation modeling and hierarchical regression analysis were used to test the hypothesized relationships between the study variables. Findings The study found evidence of the mediating role of work engagement for the relationship between motivating job characteristics and managers’ turnover intentions. Conscientiousness moderated the relationship between work engagement and turnover intention. The total and indirect effects of motivating job characteristics on turnover intention were moderated by conscientiousness. Research limitations/implications The study was cross-sectional, so inferences about causality are limited. Practical implications The findings of this study reaffirm the crucial role of job characteristics in influencing work engagement and turnover intention. By examining work engagement as a mediator for the job characteristics-turnover intention relationship, this study explores the process through which job characteristics are associated with turnover intention. The findings of the moderating influence of contentiousness on the relationship of direct and indirect effects of job characteristics suggests that individual personality can influence social exchanges as well as managerial attitudes and behaviors in multiple ways. Originality/value The study provides an insight into the underlying process through which job characteristics are related to managers’ turnover intentions. To the best of the authors’ knowledge, such a study is the first of its kind.

scholarly journals Job and personal resources as mediators in the relationship between iron-ore mineworkers’ job demands and work engagement

2019 ◽  
Vol 17 ◽  
Author(s):  
Martina Kotzé ◽  
Petrus Nel
Keyword(s):  
South African ◽  
Work Engagement ◽  
Iron Ore ◽  
Psychological Capital ◽  
Mining Industry ◽  
Job Demands ◽  
Job Resources ◽  
Personal Resources ◽  
The Relationship

Orientation: Mining companies are major sources of employment in South Africa. Withstanding the challenges that the mining industry faces, maintaining work engagement of employees is essential to success in this context.Research purpose: To investigate the mediating effect of job and personal resources (in parallel and serial) in the relationship between the job demands and work engagement of employees at two iron-ore mines in a remote South African locale.Motivation for the study: Most South African research on work engagement in the mining industry focuses on the role of job resources. There is a lack of research investigating the influence of both job and personal resources in the relationship between job demands and mineworkers’ work engagement.Research approach/design and method: Data were collected using questionnaires from 238 employees working for two open-pit iron-ore mines. Three mediating relationships were investigated using variance-based structural equation modelling.Main findings: The results indicate that job and personal resources (in parallel) partially mediated the relationship between job demands and work engagement, with personal resources having a stronger effect than job resources. In addition, job and personal resources (in serial) partially mediated the relationship between job demands and work engagement but not as strongly as personal resources (in parallel).Practical/managerial implications: Despite job demands, mineworkers’ work engagement can be increased by investing in interventions and a work environment that enhances job and personal resources (such as mindfulness and psychological capital).Contribution/value add: The study bridges a specific gap in the literature by exploring the role of both job and personal resources (i.e., mindfulness and psychological capital) in the relationship between mineworkers’ job demands and work engagement. No previous studies explored these variables in combination in the South African mining industry.

Authenticity at work – a job-demands resources perspective

2016 ◽  
Vol 31 (2) ◽  
pp. 483-499 ◽  
Author(s):  
U. Baran Metin ◽  
Toon W. Taris ◽  
Maria C. W. Peeters ◽  
Ilona van Beek ◽  
Ralph Van den Bosch
Keyword(s):  
Job Satisfaction ◽  
Work Engagement ◽  
Goodness Of Fit ◽  
Job Demands ◽  
Self Report ◽  
Job Resources ◽  
Content Type ◽  
Occupational Outcomes ◽  
The Relationship

Purpose – Previous research has demonstrated strong relations between work characteristics (e.g. job demands and job resources) and work outcomes such as work performance and work engagement. So far, little attention has been given to the role of authenticity (i.e. employees’ ability to experience their true selves) in these relations. The purpose of this paper is to explore the relationship of state authenticity at work with job demands and resources on the one hand and work engagement, job satisfaction, and subjective performance on the other hand. Design/methodology/approach – In total, 680 Dutch bank employees participated to the study. Structural equation modelling was used to test the goodness-of-fit of the hypothesized model. Bootstrapping (Preacher and Hayes, 2008) was used to examine the meditative effect of state authenticity. Findings – Results showed that job resources were positively associated with authenticity and, in turn, that authenticity was positively related to work engagement, job satisfaction, and performance. Moreover, state authenticity partially mediated the relationship between job resources and three occupational outcomes. Research limitations/implications – Main limitations to this study were the application of self-report questionnaires, utilization of cross-sectional design, and participation of a homogeneous sample. However, significant relationship between workplace characteristics, occupational outcomes, and state authenticity enhances our current understanding of the JD-R Model. Practical implications – Managers might consider enhancing state authenticity of employees by investing in job resources, since high levels of authenticity was found to be strongly linked to positive occupational outcomes. Originality/value – This study is among the first to examine the role of authenticity at workplace and highlights the importance of state authenticity for work-related outcomes.

scholarly journals De relatie tussen werkeisen, energiebronnen, spanning en werkplezier: een kwestie van leeftijd?

2012 ◽  
Vol 25 (1) ◽  
Author(s):  
Bert Schreurs ◽  
Anja Van den Broeck ◽  
Guy Notelaers ◽  
Beate van der Heijden ◽  
Hans De Witte
Keyword(s):  
Job Strain ◽  
Age Groups ◽  
Job Demands ◽  
Job Characteristics ◽  
Young Group ◽  
Job Resources ◽  
Work Outcomes ◽  
Middle Group ◽  
Work Enjoyment ◽  
The Relationship

The relationship between job demands, job resources, strain, and work enjoyment: a matter of age? The relationship between job demands, job resources, strain, and work enjoyment: a matter of age? Drawing on the Selection-Optimization-Compensation theory and the Job Demands-Resources model this study addresses the following research questions: (1) are there mean differences in the perceived levels of particular job characteristics between employees from different age groups; and (2) to what extent does the relationship between job characteristics and work outcomes (i.e., job strain and work enjoyment) differ across age groups? Data were collected from a sample of 15,464 employees, of which 3,850 were younger than 35 (young group), 7,273 were between 36 and 45 (middle group), and 4,341 were older than 45 (old group). Significant age differences were found in the levels of job characteristics: Young employees are most positive about their relationships with their colleagues and direct supervisor, and report to have the lowest levels of workload; employees from the middle group report to have the highest levels of role conflict; employees from the oldest age group perceive to have the highest levels of autonomy, and perceive more than other employees to be confronted with hindering changes at work. In addition, the strength of the relationship between job characteristics and work outcomes differed across age groups, although differences were rather small. From this we conclude that HR management should focus on creating high-quality jobs for all employees, young and old.

Job demands-resources model, transformational leadership and organizational performance: a multilevel study

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Anastasia A. Katou ◽  
Michael Koupkas ◽  
Eleni Triantafillidou
Keyword(s):  
Transformational Leadership ◽  
Organizational Performance ◽  
Leadership Style ◽  
Work Engagement ◽  
Job Demands ◽  
Well Being ◽  
Job Resources ◽  
Content Type ◽  
The Relationship ◽  
Work Burnout

PurposeThe purpose of this paper is to integrate an extended by personal resource job demands-resources (JD-R) model in the relationship between transformational leadership and organizational performance. It is argued that the responsive, supportive and developmental leader's style will reduce employees' levels of burnout and increase their levels of work engagement and ultimately will increase organizational performance expressed by productivity, growth and creativity.Design/methodology/approachThe hypotheses were tested among a national sample of 1,011 employees in 107 Greek public and private organizations operating within an environment of economic and financial crises. The operational model was tested using a multilevel structural equation modelling.FindingsIt appeared that job demands and work burnout and job resources and work engagement, serially and fully mediated the relationship between transformational leadership and organizational performance. Further, it is found that personal resources negatively and fully mediate the relationship between job resources and work burnout and positively and partially mediate the relationship between job resources and work engagement.Research limitations/implicationsData were collected using a cross-sectional design, not allowing dynamic causal inferences.Practical implicationsConsidering that the transformational leadership style reduces employees' levels of burnout and increases their levels of work engagement and accordingly improves organizational performance, organizations are well advised to encourage this leadership style.Social implicationsTransformational leadership by balancing job demands and job resources could have a positive impact on employee well-being.Originality/valueThe study, using multilevel testing, demonstrates that the extended JD-R model can be integrated into the transformational leadership– organizational performance relationship.

Work Engagement in Nonprofit Organizations: A Conceptual Model

2018 ◽  
Vol 17 (1) ◽  
pp. 5-33 ◽  
Author(s):  
Sunyoung Park ◽  
Junghwan Kim ◽  
Jiwon Park ◽  
Doo Hun Lim
Keyword(s):  
Nonprofit Organizations ◽  
Conceptual Model ◽  
Work Engagement ◽  
Job Demands ◽  
Theoretical Framework ◽  
Job Resources ◽  
Future Research ◽  
For Profit ◽  
Ideological Resources ◽  
Practical Implications

Using the revised job demands–resources (JD-R) model as a theoretical framework, our article aims to develop a conceptual model of the work engagement of paid workers in nonprofit organizations (NPOs) by identifying its antecedents and outcomes discussed in the literature. We found that job resources are prevalent antecedents for work engagement, while three categories of the JD-R model are all significant with work engagement. Although some findings are similar with existing studies for for-profit organizations, others implied that we need a different approach to work engagement of NPO workers. We finally offer a proposed JD-R model of work engagement in NPOs that has a new category, ideological resources. At the end of this article, we discuss the findings and academic/practical implications, along with recommendations for future research.

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