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When do job demands particularly predict burnout? The moderating role of job resources

Despoina Xanthopoulou (Erasmus University Rotterdam, Rotterdam, The Netherlands)
Arnold B. Bakker (Erasmus University Rotterdam, Rotterdam, The Netherlands)
Maureen F. Dollard (School of Psychology, University of South Australia, Adelaide, South Australia)
Evangelia Demerouti (Utrecht University, Utrecht, The Netherlands Research Institute Psychology and Health, Utrecht, The Netherlands)
Wilmar B. Schaufeli (Utrecht University, Utrecht, The Netherlands Research Institute Psychology and Health, Utrecht, The Netherlands)
Toon W. Taris (Behavioral Science Institute, Radboud University, Nijmegen, The Netherlands)
Paul J.G. Schreurs (Institute of Work and Stress, Utrecht, The Netherlands)

Journal of Managerial Psychology

ISSN: 0268-3946

Article publication date: 13 November 2007

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Abstract

Purpose

The purpose of this paper is to focus on home care organization employees, and examine how the interaction between job demands (emotional demands, patient harassment, workload, and physical demands) and job resources (autonomy, social support, performance feedback, and opportunities for professional development) affect the core dimensions of burnout (exhaustion and cynicism).

Design/methodology/approach

Hypotheses were tested with a cross‐sectional design among 747 Dutch employees from two home care organizations.

Findings

Results of moderated structural equation modeling analyses partially supported the hypotheses as 21 out of 32 (66 per cent) possible two‐way interactions were significant and in the expected direction. In addition, job resources were stronger buffers of the relationship between emotional demands/patient harassment and burnout, than of the relationship between workload/physical demands and burnout.

Practical implications

The conclusions may be particularly useful for occupational settings, including home care organizations, where reducing or redesigning demands is difficult.

Originality/value

The findings confirm the JD‐R model by showing that several job resources can buffer the relationship between job demands and burnout.

Keywords

Citation

Xanthopoulou, D., Bakker, A.B., Dollard, M.F., Demerouti, E., Schaufeli, W.B., Taris, T.W. and Schreurs, P.J.G. (2007), "When do job demands particularly predict burnout? The moderating role of job resources", Journal of Managerial Psychology, Vol. 22 No. 8, pp. 766-786. https://doi.org/10.1108/02683940710837714

Publisher

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Emerald Group Publishing Limited

Copyright © 2007, Emerald Group Publishing Limited