Workplace bullying and job burnout: the moderating role of employee voice

Abstract

Purpose

This study aims to investigate the connection between workplace bullying and job burnout while also examining how employee voice moderates this relationship.

Design/methodology/approach

The study's sample comprises 303 employees employed in the automobile sector of Pakistan. Statistical analysis was conducted using tools such as SPSS, AMOS, and the PROCESS macro. Methods like CFA and regression were utilized to assess the study hypotheses.

Findings

Based on Conservation of Resource (COR) Theory, this study unveiled a positive effect of workplace bullying on employees' job burnout. Moreover, it found that employee voice moderates the association between workplace bullying and job burnout.

Practical implications

The study confirmed that workplace bullying leads to increased job burnout. Furthermore, when top management considers employee voice, it reduces the impact of workplace bullying on job burnout. Therefore, it is recommended that management in automobile organizations can promote a culture that encourages employee voice to effectively lessen the effects of workplace bullying on job burnout.

Originality/value

Firstly, this research pioneers the examination of workplace bullying's impact on job burnout among employees in the automobile sector. Secondly, it enhances our understanding of how employee voice affects the indirect influence of workplace bullying on job burnout. Thirdly, within an international context, this study pioneers the examination of how employee voice influences the association between workplace bullying and job burnout. Finally, this study is motivated by the increasing concern that workplace bullying leads to negative workplace experiences, adversely affecting employee well-being, and ultimately resulting in devastating long-term effects on organizations.

Citation

Ullah, A. and Ribeiro, N. (2024), "Workplace bullying and job burnout: the moderating role of employee voice", International Journal of Manpower, Vol. 45 No. 9, pp. 1720-1737. https://doi.org/10.1108/IJM-10-2023-0591