Crossover of burnout: An experimental design

Two studies tested the hypothesis that burnout may cross over from one person to another. In Study 1, teachers were randomly exposed to a bogus newspaper article in which a colleague expressed himself negatively about his work (burnout condition), or about a topic unrelated to work (control condition). The results showed that participants' burnout (exhaustion and depersonalization) was higher in the burnout condition compared to the control condition. In Study 2, soldiers were randomly exposed to a videotape of a burned-out or an engaged colleague who was either similar in profession and status (soldier), or who had a considerably higher status (squadron leader). The results were partly consistent with those of Study 1, and confirmed the crossover of burnout (cynicism and reduced professional efficacy). In line with predictions, a significant interaction effect for cynicism revealed that the crossover of burnout is moderated by similarity with the stimulus person.     

Weekly work engagement and flourishing: The role of hindrance and challenge job demands

Two studies were conducted to examine how home healthcare nurses stay engaged in their work and maintain their psychological well-being. In Study 1, we hypothesized that nurses would perceive work pressure more as a hindrance demand than as a challenge demand, and that the reverse would be true for emotional demands. We approached 120 home healthcare nurses who filled in a survey. Results of a series of paired sample t-tests supported our hypotheses. In Study 2, we used the JD-R model to hypothesize that weekly job demands can either facilitate or undermine the positive impact of personal resources on work engagement and flourishing, depending on the nature of the job demand (hindrance vs. challenge). A sample of 63 nurses filled in a questionnaire at the end of the working week during three consecutive weeks (N = 3 × 63 = 189 occasions). Results of hierarchical linear modeling showed that emotional job demands strengthened the effect of personal resources on weekly well-being, whereas work pressure undermined this effect. Taken together, the present findings challenge the idea that whether job demands act as hindrances or challenges is the same for all occupations and for all individuals.     

Selection,optimization, and compensation strategies: Interactive effects on daily work engagement

The theory of selective optimization with compensation (SOC) proposes that the “orchestrated” use of three distinct action regulation strategies (selection, optimization, and compensation) leads to positive employee outcomes. Previous research examined overall scores and additive models (i.e., main effects) of SOC strategies instead of interaction models in which SOC strategies mutually enhance each other's effects. Thus, a central assumption of SOC theory remains untested. In addition, most research on SOC strategies has been cross-sectional, assuming that employees' use of SOC strategies is stable over time. We conducted a quantitative diary study across nine work days (N = 77; 514 daily entries) to investigate interactive effects of daily SOC strategies on daily work engagement. Results showed that optimization and compensation, but not selection, had positive main effects on work engagement. Moreover, a significant three-way interaction effect indicated that the relationship between selection and work engagement was positive only when both optimization and compensation were high, whereas the relationship was negative when optimization was low and compensation was high. We discuss implications for future research and practice regarding the use of SOC strategies at work.     

Examining Job Crafting from an Interpersonal Perspective: Is Employee Job Crafting Related to the Well‐Being of Colleagues?

Individuals engage in job crafting to create a better fit between their job and their preferences, skills, and abilities. However, the individual focus may overlook the impact of job crafting on the job context or well‐being of colleagues. Therefore, an important question that is addressed in this study is whether the crafting of one person is related to the job characteristics and well‐being of a colleague. This study explores the potential negative effects of a seemingly positive strategy for the individual on a colleague. Namely, we predict that when employees decrease their hindering job demands, their colleagues will be more likely to report a higher workload and more conflict. In turn, we hypothesise that colleague reports of workload and conflict are related to colleague burnout. Data were collected among 103 dyads and analyzed with the Actor–Partner Interdependence Model. The results largely supported the hypothesised relationships: Decreasing hindering job demands was positively related to colleague workload and conflict, which, in turn, related positively to colleague burnout. These findings suggest that proactively decreasing hindering job demands not only relates to personal job experiences, but also to colleague job characteristics and well‐being.     

Proactive vitality management in the work context: development and validation of a new instrument

In the present research, we use proactivity literature and studies on energy at work to argue that individuals may proactively manage their vitality (i.e., physical and mental energy) to promote optimal functioning at work. We develop and validate a scale to measure proactive vitality management (PVM), and explore the nomological network. We conducted a five-day diary study (N = 133; 521 days), a survey study (N = 813) and a cross-sectional study measuring daily PVM (N = 246) among working individuals from various occupational sectors. The results show that PVM can be reliably measured with eight items that load on one overall factor, both on general and daily level. Furthermore, daily PVM was moderately but positively related to the use of work-related strategies and micro-breaks. Moreover, PVM related positively to relevant personal characteristics (i.e., proactive personality and self-insight) and showed moderate but positive relationships with job crafting and relaxation (convergent validity). PVM was unrelated to psychological detachment and decreasing hindering demands (discriminant validity). Finally, PVM was positively related to well-being, in-role work performance, creative work performance and performance on the Remote Associates Test (criterion validity). We conclude that employees may promote their own work performance through the use of PVM.     

on the clinical validity of the maslach burnout inventory and the burnout measure

Abstract

Current knowledge about burnout suffers from a healthy worker bias since only working - and thus relatively healthy - employees have been investigated. The main objective of this study is to examine - for the first time among employees who sought psychological treatment - the validity of the two most widely used burnout instruments; the Maslach Burnout Inventory (MBI) and the Burnout Measure (BM). Two groups were distinguished: a “burned out” group (n = 71) that suffers from work-related neurasthenia (according to ICD-10 criteria), and a “non-burned out” group (n = 68). Results show that: (1) the validity of the three-factor structure of the MBI and the BM is confirmed; (2) burnout can partly be differentiated from other mental syndromes (e.g., anxiety and depression); and (3) two MBI-scales (Emotional Exhaustion and Depersonalization) and one BM-scale (Exhaustion) are able to discriminate between burned out and non-burned out employees. The practical implications of these results are discussed.     

Stability and change in burnout: A 10‐year follow‐up study among primary care physicians

The aim of the present study is (1) to investigate the impact of patient demands on primary care physicians’ burnout and (2) to examine the stability and change of burnout across time. Participants were drawn from the official Dutch registration system for primary health care, and longitudinal panel data (n= 165) from three waves with a 5‐year time interval were used. They filled in the Maslach Burnout Inventory (MBI) and a validated scale for the assessment of patient demands. The results of various stability and change models that were tested using structural equation modelling (SEM) indicated that demanding patient contacts lead to increased burnout among physicians. In addition, the findings suggested that about one quarter of the variance in physician's actual burnout levels across one decade is accounted for by a stable component, whereas about three quarters is accounted for by a change component. Hence, physician burnout seems to be a rather chronic condition that may be aggravated by exposure to demanding patients.     

Breaking through the loss cycle of burnout: The role of motivation

We aimed to study burnout as a process that develops over time. On the basis of the Conservation of Resources theory ( Hobfoll, 2002 ), we tested whether burnout induces a loss cycle, depleting resources, and enhancing demands. In addition, we investigated whether intrinsic job motivation and externally regulated job motivation attenuated or aggravated this loss cycle. Using a sample of 352 employees who answered online questionnaires in 2005 and 2007, we found that baseline burnout predicted future burnout that results from an increase in job demands (e.g., work overload) and a decrease in job resources (e.g., social support, information). Furthermore, external regulation aggravated the positive relationship between baseline burnout and demand accumulation. Intrinsic motivation attenuated the positive relationship between baseline burnout and resource loss. We conclude that intrinsic motivation is an important factor enabling employees to break through the negative cycle of burnout.