The purpose of the study was to examine the relation of burnout components (i.e., exhaustion, cynicism, and professional inefficacy) with employees’ self-rated job performance and prosociaehavior and test a conceptual model that incorporates the direct and indirect relationships of the burnout components with job performance and prosociaehavior. A paper-and-pencil survey battery was completey 262 working adults in a university setting. The independent anependent variables were collectene month apart to reduce the likelihoof common method variance bias. Emotional exhaustion and professional inefficacy were associated with lower task and contextual performance, and prosociaehavior. Cynicism was a significant partial mediator of the emotional exhaustion and professional inefficacy relations with three outcome variables, linking to increased task performance, contextual performance, and prosociaehavior. This is one of the few studies that use the burnout process model to examine the links between burnout and performance and prosociaehavior.
Ebjetive este trabajo es analizar la relación que tienen los componentes del burnout (es decir, agotamiento, cinismo e ineficacia profesional) con eesempeño profesional autoevaluado y el comportamiento prosocial, así como poner a prueba un modelo conceptual que incorpora la relación directa e indirecta que guardan los componentes del burnout con eesempeñaboral y el comportamiento prosocial. Una muestra de 262 adultos que trabajaban en el entorno universitario cumplimentó una encuesta de papel y lápiz. Las variables independientes y dependientes se calcularon un mes más tarde con el fin de reducir la probabilidael sesge varianza común del método. El agotamiento emocional y la ineficacia profesional se asociaban con un menor desempeño en las tareas y con eesempeño contextual, además de con el comportamiento prosocial. El cinismo constituía un significativo mediador parcial en la relación que mantenían el agotamiento emocional y la ineficacia profesional con tres variables dependientes, vinculándose con un aumenteesempeño profesional y contextual y con el comportamiento prosocial. Es une los pocos estudios que se sirven del modelo procesuael burnout para analizar la relación entre burnout, desempeño y comportamiento prosocial.
Burnout has long been regarded as having a negative impact on workplace well-being and productivity. Organizational research suggests that although employees who are happy and engaged are more productive (Shuck & Reio, 2014), employees whack energy or other resources suffer decrements in performance and are less likely to engage in prosociaehaviors (Demerouti, Bakker, & Leiter, 2014; Reio & Sanders-Reio, 2011). Burnout consists of three components: emotional exhaustion, cynicism (depersonalization), animinished professional efficacy (Maslach, Jackson, & Leiter, 1996). Tate, most empirical research and practice relies on the assumption that burnout negatively affects organizationautcomes, including job performance (Chiaburu, Peng, Oh, Banks, & Lomeli, 2013; Taris, 2006). However, beyond the simple burnout effect on employees’ performance, understanding the distinction between three burnout components is imperative because each has different antecedents and consequences and potential causal relationships among the components. Emotional exhaustion occurs when employees feeverwhelmed anrainey the demands of their work and is closely related to absenteeism (Demerouti, Bakker, Nachreiner, & Schaufeli, 2001). Cynicism animinished professional efficacy, on the other hand, are associated with poor job resources (Bakker, Demerouti, & Verbeke, 2004). Of the three components, cynicism is found te the most powerful predictor of turnover intention (Leiter & Maslach, 2009).
Moreover, some research has addressed causal relationships among the three burnout components. For example, Leiter and Maslach (1988) noted that high levels of emotional exhaustion woulead to high levels of cynicism, which, in turn, leads timinished professional efficacy. Because each of the burnout components demonstrates differential relationships with a wide range of antecedents and consequences, and with each other, it is possible that employees may experience one symptom (Demerouti, Verbeke, & Bakker, 2005) or twr all three symptoms of burnout depending upon the nature of their specific work conditions. This implies when employees suffer from more than one of the three burnout symptoms it is conceivable that each burnout component may play a differential role in predicting organizationautcomes like job performance or prosociaehavior (Ângelo & Chambel, 2014; Garnett, Marlowe, & Pandey, 2008), including acting as a mediator or moderator variable (Xu, Bègue, & Bushman, 2012). For the purpose of this study, we define job performance as “actions anehaviors that are under the controf the individual that contributes to the goals of the organization” (Rotundo & Sackett, 2002, p. 66).
Cynicism generally leads to negative associations with performance and prosociaehavior, conflicts among individuals, staff circulation rapidity, and absenteeism for individuals anrganizations (Chiaburu et al., 2013; Naus, van Iterson, & Roe, 2007). In contrast, organizational researchers suggest that cynicaehavior can also serve as an important coping mechanism that keeps stress anurnout at bay (Brandes et al., 2008; Brandes & Das, 2006). Cynicaehavior can be a form of expression that increases not only an employees’ divergent and critical thinking, but can also serve as a way to alleviate frustration with problem situations (Brandes & Das, 2006; Cutler, 2000; Wilkerson, Evans, & Davis, 2008). These inconsistent and mixed findings suggest a lack of conceptual and empirical clarity regarding the dynamic processes associated with the burnout dimensions. Therefore, it is important to clarify the role of cynicism in the relationships between other aspects of burnout (i.e., exhaustion and professional inefficacy) and employee behavior.
The purpose of this present study is twofold. First, it attempts to examine the relation of each burnout component with employees’ job performance (i.e., task and contextual performance) and prosociaehavior, defined as positive sociaehavior that promotes the well-being and integrity of other people or society as a whole (Brief & Motowidlo, 1986). Second, it tests a conceptual model that incorporates the direct and indirect relationships of the three burnout components with job performance and prosociaehavior. This study makes substantial contributions to the literature in the following ways. As mentioned above, the quest to find the role of cynicism as a coping strategy in the development of journout has proven elusive. Shedding light on this question is a significant next step in this line of research. Although the bulk of previous studies have suggested that cynicism contributes to negative effects on workplace outcomes (Chiaburu et al., 2013; Wilkerson, 2002), cynicism may not necessarily be a negative predictor of organizationautcomes (Brandes & Das, 2006). Therefore, our investigation could provide a better understanding of the possible role of cynicism in workplace performance, especially when employees suffer from all three symptoms of burnout concurrently. Moreover, earlier studies have demonstrated the mediating role of burnout between personality and job performance (Swider & Zimmerman, 2010), between social support and job performance (Parker & Kulik, 1995), anetween psychosocial risk and work-related factors and musculoskeletaisorders (Gholami, Pahlavian, Akbarzadeh, Motamedzade, & Moghaddam, 2016; Jaworek, Marek, Karwowski, Andrzejczak, & Genaidy, 2010). However, little research has investigated plausible mechanisms partially mediating the relationships between the other twurnout components (i.e., emotional exhaustion animinished professional efficacy) and employee behavior in organizational settings. This study will thus add to the knowledge base related to understanding relationships among the three burnout components. Ultimately, the findings might provide new information that support better ways for human resource professionals to help employees manage and prevent burnout in their work and personaives.
Conceptual Framework
We undergirur research with a combination of Maslach et al.’s (1996) three-dimensional aneiter's (1993) development process theories to understanurnout and its link to job performance and prosociaehavior. The underlying assumption of this study is that high joemands anow job resources is predictive of burnout, following the Joemands-Resources model (JD-R; Bakker et al., 2004; Bakker & Demerouti, 2007). Although the study did not investigate the relationships between the two working characteristics anurnout components, the JD-R model helps explain the links between the three burnout components and the employees’ behaviorautcomes examined in this research: (a) task performance, (b) contextual performance, and (c) prosociaehavior.
Burnout
Burnout is defined as a state of physical, mental, and emotional exhaustion causey a combination of very high expectation and persistent situational stress (Freudenberger, 1974). Maslach et al. (1996) conceptualizeurnout as a three-dimensional syndrome: (a) emotional exhaustion, (b) cynicism (also known as depersonalization), and (c) diminished professional efficacy (also known as lack of personal accomplishment). Emotional exhaustion represents a depletion of emotional energy and resources. Employees who are emotionally exhausted typically experience physical and cognitive fatigue. Cynicism describes employees take cold, indifferent attitudes toward their job, coworkers, anrganization. Diminished professional efficacy reflects feelings of reduced ability on the job. When employees feel a sense a decline in personal job competence, they feel a growing sense of inadequacy.
With regard to the sequence of the three burnout components, Leiter (1993) proposed a mixed sequential and paralleevelopment model, indicating that burnout starts with emotional exhaustion, which in turn contributes to increased cynicism. This suggests that emotional exhaustion arises from work stressors, that is, from being continuously challenged with high joemands (e.g., work pressure, high emotionaemands). Subsequently, employees can develop a cynical attitude toward the job as a coping strategy tistance themselves from the stress (Naus et al., 2007; Taris, LeBlanc, Schaufeli, & Schreurs, 2005). Thus, cynicism may mediate the relation between work stressors anehaviorautcomes. Meanwhile, the diminished professional efficacy triggerey the work environment develops in parallel with emotional exhaustion.
Job Performance
Job performance is one of the major organizationautcomes associated with employee burnout (Brandes et al., 2008; Wright & Cropanzano, 1998). Borman and Motowidlo (1993) identified twroaimensions of job performance: (a) task performance (also known as in-role performance) and (b) contextual performance (also known as extra-role performance). Task performance s behaviors that directly contribute to the technical core processes and maintenance activities in an organization, such as producing products, distributing finished products, acquiring inventory, managing subordinates, or delivering services. Contextual performance involves behaviors that contribute to the culture and climate of the organization which influences others to carry out organizationally valuable work. Examples woulefusing hostility and conflict and encouraging interpersonal trust.
Although the burnout literature suggests it may be associated with poorer job performance, this relationship has received inconsistent empirical support. For example, some studies supported a negative association between burnout and performance (Bhagat, Allie, & Ford, 1995; Wright & Cropanzano, 1998), while others have found a positive one (Keijsers, Schaufeli, Le Blanc, Zwerts, & Reis-Miranda, 1995; Randall & Scott, 1988) or no relationship at all (Hakanen & Koivumäki, 2014; Parker & Kulik, 1995; Wright & Bonett, 1997). Demerouti et al. (2005) suggested these conflicting results may reveal a relationship between burnout configurations, rather than burnout dimensions and performance. Nevertheless, because the weight of the literature suggests a negative burnout-performance relationship, we expect that each of the burnout components wile negatively associated with both forms of job performance.
Prosociaehavior
Prosociaehavior refers to positive acts, such as helping, sharing, donating, cooperating, and volunteering. Prosociaehavior coulverlap with a number of constructs, including organizational citizenship behavior (OCB) and contextual performance. However, prosociaehavior differs from OCB in that it can be either role-prescriber extra-role; OCy definition can only be extra-role (Wilkerson et al., 2008). Further, prosociaehavior can be positive toward a coworker, but negative toward an organization. An example of this might be helping a coworker solve a personal issue at the expense of the timely task completion for an important client (Borman & Motowidlo, 1997). Thus, by engaging in the prosociaehavioral act, the individual rather than the organization benefits.
Prosociaehavior, albeit conceptually similar to contextual performance, alsiffers meaningfully from the construct. Borman and Motowidlo (1997) posited a five-part taxonomy that allows for a more fine-grained understanding of contextual performance that s: (a) persisting enthusiastically and with extra effort to successfully complete one's own tasks (e.g., perseverance, conscientiousness), (b) volunteering to take on tasks not necessarily related tne's job (e.g., taking initiative), (c) helping and cooperating (e.g., helping coworkers, altruism), (d) following organizational rules and procedures (e.g., complying with organizational values and policies, and (e) supporting and embracing organizationabjectives (e.g., organizationaoyalty). The taxonomy demonstrates that engaging in prosociaehavior is part of contextual performance (most closely aligned with a-c above), yet because it is primarily motivatey egoistic and self-serving concerns (Dovidio, Piliavin, Gaertner, Schroeder, & Clark, 1991), unlike contextual performance, it does not necessarily have to contribute to the overall success of the organization (Borman & Motowidlo, 1997). Research suggests that emotional exhaustion, cynicism, animinished professional efficacy, as a result of overwhelming demands anack of physical and psychological resources, have a negative influence on prosociaehavior (DeWall, Baumeister, Gailliot, & Maner, 2008; Xu et al., 2012). For example, a challenging, stressful work environment would make a high burnout employee less likely te prosociar willing to help and cooperate with others.
The Associations of the Burnout Components with Employee Behaviorautcomes
The JD-R model proposes that working conditions can be categorized as joemands and job resources, each leading to two psychologically different processes. In the first process, demanding aspects of work (e.g., work overload, unreasonable customers) lead to constant overtaxing and in the long run to exhaustion (e.g., Leiter, 1993; Wright & Cropanzano, 1998). In the second process, a lack of job resources complicates the meeting of joemands and impedes actual goal accomplishment, which leads to failure and frustration (Bakker, Demerouti, DeBoer, & Schaufeli, 2003). Regardless of the type of occupation, burnout develops when joemands are high and job resources are limiteecause such negative working conditions lead to energy depletion and undermine employees’ motivation (Demerouti et al., 2001). Research has provided empirical evidence that joemands were likely the most important antecedents of emotional exhaustion, which, in turn, would predict task performance (Bakker et al., 2004; Hockey, 1993). Conversely, job resources (e.g., autonomy, performance feedback) tend te the most powerful predictors of contextual performance through their relationship with cynicism (Bakker et al., 2004).
This study incorporateoth Leiter's (1993) process model and the JD-R model as they applied turnout, job performance, and prosociaehavior. The negative influence of emotional exhaustion on job performance can be explaineecause it not only directly influences job performance, but alsecause it can lead to cynicism, which in turn influences contextual performance in particular, but also task performance to a significant, but lesser extent. This indicates that both the joemands-exhaustion-task performance sequence and the joemands-exhaustion-cynicism-contextual performance sequence may coexist. Furthermore, the combined model involves not only the indirect influence of joemands on cynicism through emotional exhaustion, but also the direct influence of job resources on cynicism. Given those possible sequences started from either emotional exhaustion or cynicism separately or tly, the present study suggests that cynicism is associated with inadequate job resources and/or is developed through exhaustion resulting from excessive joemands, and thus will have a negative association with both task performance and contextual performance.
As for prosociaehavior, this study posits that stressful working conditions with excessive demands or lack of resources may wear down employees, leading them to experience burnout, which progressively worsens the employees’ desire to initiate prosociaehavior. Emmerick, Jawahar, and Stone (2005) noted that employees’ sense of emotional and mental resource depletion averted them from putting extra effort or spending personal time in activities that exceed job ments. If an individual's resources are depleted, it becomes difficult for the individual to reflect on their behavior, reassess the decision process, reach factuar erfactual conclusions, and store appraisal and evaluation information in memory (Xu et al., 2012). Studies have demonstrated that resource depletion decreases the likelihoof prosociaehavior (DeWall et al., 2008; Xu et al., 2012). Relating to the three burnout components, emotional exhaustion and cynicism react to a work situation with chronic, overwhelming demands which foster feelings of depleted resources anack of energy (Bakker et al., 2004; Leiter, 1993). Diminished professional efficacy reflects being frazzled and exhausted as a result of an excessive demann energy, power, and resources (Freudenberger, 1974). Accordingly, this study proposes that all three burnout components are negatively associated with prosociaehavior.
Basen the aforementioneiterature, we hypothesize:
Hypothesis 1: Emotional exhaustion is negatively related to task performance, contextual performance, and prosociaehavior.
Hypothesis 2: Cynicism is negatively related to task performance, contextual performance, and prosociaehavior.
Leiter's (1993) mixed sequential and paralleevelopment model argued that the feelings of diminished professional efficacy triggerey the work environment develops in parallel with the other twurnout components, rather than sequentially. Contrary to the other components, personal accomplishment reflects an individuaifference characteristic similar to self-efficacy (Cordes & Dougherty, 1993). Research suggested that employees with low levels of professional efficacy tend to have a deflated view of their progress, being disappointed with tasks, projects, and relationships (Shoss, Jiang & Probst, 2016). That is, diminished professional efficacy, which occurs with feelings of inefficacy in one's job and poor professional self-esteem, is associated with low task and contextual performance (Demerouti et al., 2005).
Hypothesis 3: Diminished professional efficacy is negatively related to task performance, contextual performance, and prosociaehavior.
The Role of Cynicism in the Relationships between Burnout Components and Employee Behavior
A large body of research has proposed that cynicism is negatively associated with both job performance and prosociaehavior (e.g., Bakker et al., 2004; Demerouti et al., 2005). In addition to the relationship between cynicism and job-relateutcomes, this study investigates the possible positive role of cynicism at work an individual suffers from the various accompanying symptoms of burnout. Mirvis and Kanter (1989, 1991) explained that cynicism is different from skepticism in that it is a strategy individuals can employ to cope with an unfriendly, unstable #44; and insecure world, which is in essence a healthy response to work anife. The authors argued that employees who experienced, for example, a lack of job security under unstable economic conditions tend tuild a self-protective shell around them. Thus, cynicism can be understood as a defensive, cognitive methof creating a protective distance in stressful situations (Cartwright & Holmes, 2006). Individuals may hold a distant attitude (i.e., cynicism), which prevents one themselves from letting their job performance suffer when dealing with the physical, emotional exhaustion, and feelings of ineffectiveness causey excessive and prolonged stress.
Supporting the notion of cynicism as a coping strategy, Taris et al.’s (2005) study provideongitudinal evidence from data derived from twutch samples of 1,185 oncology care providers and teachers. Their findings revealed that high levels of exhaustion triggered high levels of depersonalization, which is consistent with previous studies (i.e., Lee & Ashforth, 1993; Leiter & Maslach, 1988). Research (e.g., Golembiewski, Munzenrider, & Stevenson, 1986; Leiter & Maslach, 1988) has proposed the causal relationships among Maslach et al.’s (1996) three burnout components. However, the relationship among the other components anrganizationautcomes has not been sufficiently investigated, especially with those who are simultaneously experiencing all three symptoms of burnout. Brandes anas (2006) proposed a non-linear relationship between the different aspects of cynicaehavior and performance, emphasizing that moderate levels of cynicism can improve performance because it serves as an employee coping mechanism (yet, low and high levels of cynicism are detrimental to performance). Thus, despite cynical employees’ feelings of disillusionment and frustration, they do not necessarily their displeasure into action, which can directly influence not only job performance, but alsrganizational performance (Johnson & O’Leary-Kelly, 2003).
Moreover, cynical employees may have an experienced, critical eye, which coule a positive force for change (Brandes & Das, 2006). Due to the work insights gained from the critical analysis of prior performances, cynical employees can work better (Cutler, 2000). Brandes anas (2006) labeled cynical employees as “closet idealists” whesire to reform and improve, but become disillusioned with their work. Empirical research supports the claim that cynical employees may positively affect organizations. Cynical employees appear to have less intention to comply with requests to engage in unethicaehavior, for instance (Andersson, 1996). Reichers, Wanous, and Austin (1997) also found that more than half of the employees falling within the high cynicism rating indicated their willingness to make efforts to change. Further Cutler (2000) argued that cynical employees may accept personal responsibility for their own actions and ideas. “Towing the corporate line” without taking risks can be rather safe although it can be dull and uninspiring (Cutler, 2000; Turnbull, 1999). Demerouti et al.’s (2005) study demonstrated that the employees whepersonalized toward their customers showed that they were successful in selling products and services (i.e., satisfactory task performance). The employees also showed sufficient organizational citizenship behaviors (i.e., satisfactory contextual performance). These employees tended to take the perspective of their customers, yet they still had concern for their own problems and/or demands, necessitating the need for maintaining emotionaetachment (Demerouti et al., 2005). Therefore, while emotional exhaustion animinished professional efficacy can negatively influence employees’ behaviorautcomes, it may be incorrect to propose that cynical employees will necessarily have low job performance anow prosociaehavior. The present study proposes that employees’ cynicism can play a positive role in partially mediating the relationships between their emotional exhaustion animinished professional efficacy and their job performance and prosociaehavior while those high in emotional exhaustion animinished professional efficacy still exhibit lower levels of job performance and prosociaehavior. Given the above discussion, we formulated the following hypothesis (see also Figure 1).
Conceptual Modef Hypothesized Associations of Burnout with Behaviorautcome Variables.
Hypothesis 4: Cynicism positively and partially mediates the relationships between the twurnout components (emotional exhaustion animinished professional efficacy) and the three outcome variables (task performance, contextual performance, and prosociaehavior), while emotional exhaustion animinished professional efficacy have direct negative relationships with the three outcomes.
Method
This research employed a nonexperimental quantitative design to test the four hypotheses. Nonexperimentaesigns are useful in the early stages of research, such as in this study, for empirically testing the strength anirection of relationships among the research variables (Johnson, 2001). This research, in turn, could serve as the foundation for supporting future quasi-experimental and experimental studies.
Sample and Procedures
Participants were 262 working adults (a response rate of 78.8%), 44.4% men, 55.6% women; average age = 25.54 years, SD = 7.32, attending a large southeastern university in the United States. There are arguments for and against the use of student-recruited samples, indicating whether results obtained from student subjects of a research study are generalizable to non-student populations (Peterson & Merunka, 2014). However, numerous researchers (Demerouti & Rispens, 2014; Hochwarter, 2014; Wheeler, Shanine, Leon, & Whitman, 2014) have suggested that student-recruited sampling is a usefuata collection strategy. The Wheeler et al.’s (2014) meta-analysis revealed that no substantive, demographic difference existeetween student-recruited samples and non-student-recruited samples. They found few differences in the observed correlations (e.g., effect sizes), which would not lead tifferent practical conclusions when inferring relationships between constructs irrespective of sampling method. In addition, student-recruited samples have several advantages of increasing the heterogeneity of the participants, having students work on faculty research as an effective educational practice, reducing research budgets, and conducting studies with more elaborate research designs (Demerouti & Rispens, 2014).
The researchers administered each of the survey batteries in class over two separate times; completion time for each survey battery was roughly 15minutes. Because this was a study of worker attitudes aneliefs as they were linked to important organizationautcomes, the independent variables were collected first, followed a month later by the dependent variables. Of the participants, 54.5% were working part-time while 45.5% were employed full-time. The majority of participants (over 80%) was working as customer and professional service providers (e.g., retail sales, cashier, hostess, recreation/sport service providers, teachers). Data showed that Hispanics made up 37.7% of the participants, 30.6% were African American, 23.8% were Caucasian, and 7.9% were “Other.” The majority of the participants were single (77.5%) while 15.3% were married, and 7.2% were partnered.
Research Measures
Use of each of the measures employed in this research was strongly supportey the reliability and validity evidence presentey the respective instruments’ authors, as well as the bulk of the research literature. The items for the measures are presented in Table 1.
Table 1.
Items, Factor Reliabilities, Standardizeoadings, and t-values of the Measurement Model.
| Items | Cronbach's α | Standardized factor loading | t-value |
|---|---|---|---|
| Exhaustion | α = .92 | ||
| 1. I feel emotionally drained from my work. | .79 | 15.42 | |
| 2. I feel used up at the enf the workday. | .79 | 15.45 | |
| 3. I feel tired when I get up in the morning and have to face another day on the job. | .85 | 17.27 | |
| 4. Working alay is really a strain for me. | .85 | 17.33 | |
| 6. I feeurneut from my work. | .87 | 17.94 | |
| Cynicism | α = .84 | ||
| 8. I have become less interested in my work since I started this job. | .91 | 19.19 | |
| 9. I have become less enthusiastic about my work. | .92 | 19.50 | |
| 13. I just want to my job and not be bothered. | .47 | 8.06 | |
| 14. I have become more cynical about whether my work contributes anything. | .59 | 10.53 | |
| 15. I doubt the significance of my work. | .55 | 9.55 | |
| Professional Efficacy | α = .78 | ||
| 5. I can effectively solve the problems that arise in my work. | .44 | 7.07 | |
| 7. I feel I am making an effective contribution to what this organization does. | .64 | 10.92 | |
| 10. In my opinion, I am good at my job. | .62 | 10.40 | |
| 11. I feel exhilarated when I accomplish something at work. | .67 | 11.52 | |
| 12. I have accomplished many worthwhile things in this job. | .72 | 12.61 | |
| 16. At my work, I feel confident that I am effective at getting things done. | .60 | 10.14 | |
| Task Performance | α = .74 | ||
| 1. Use problem solving skills | .53 | 8.90 | |
| 2. Perform administrative tasks | .45 | 7.61 | |
| 3. Have a gooverall technical performance | .42 | 6.90 | |
| 4. Plan your work | .82 | 15.54 | |
| 5. Organize your work | .86 | 16.65 | |
| Contextual Performance | α = .82 | ||
| 6. Cooperate with others in a team | .73 | 13.16 | |
| 7. Persist in overcoming obstacles to complete a task | .74 | 13.59 | |
| 8. Look for a challenging assignment/task | .56 | 9.42 | |
| 9. Pay attention to important details | .64 | 11.19 | |
| 10. Support and encourage a coworker with a problem | .62 | 10.62 | |
| 11. Work well with others | .70 | 12.50 | |
| Prosociaehavior | α = .86 | ||
| 1.I try to make sad people happier | .61 | 10.70 | |
| 2.I spend time with my friends | .53 | 9.08 | |
| 3.I try to help others | .72 | 13.27 | |
| 4.I am gentle | .66 | 11.78 | |
| 5.I share things I like with my friends | .72 | 13.18 | |
| 6.I help others with their work | .76 | 14.24 | |
| 7.I let others use my things | .66 | 11.66 | |
| 8.I like to work with others | .56 | 9.67 | |
| 9.I trust others | .53 | 8.98 | |
| 10.I hug my friends | .52 | 8.71 | |
| Goodness-of-fit measures | |||||
|---|---|---|---|---|---|
| CFI | NNFI | IFI | RMSEA | RMR | |
| S-B χ2(df = 614) = 1482.88, (p = .00) | .92 | .91 | .92 | .071 | .069 |
Note. All professional efficacy items are reverse scored.
Maslach Burnout Inventory. This study measureurnout using the Maslach Burnout Inventory (MBI; Maslach et al., 1996). The scale s the three burnout dimensions: emotional exhaustion (5 items), cynicism (5 items), and professional efficacy (6 items). The burnout items were scoren a 6-point Likert-type scale from 1 (never) to 6 (a few times a week). As a high score on the professional efficacy scale demonstrateow burnout, which is opposite to the other twurnout scales a high score demonstrated high burnout; the professional efficacy scores were reflecteuring the analyses te consistent with the other two scale scores (Kline&##44; 1998).
Job performance. The job performance scale developey Motowidlo and Van Scotter (1994) was used to measure the participants’ task performance (5 items) and contextual performance (6 items). The responses to the job performance items were assessen a 5-point Likert-type scale from 1 (not at alikely) to 5 (extreme likely).
Prosociaehavior. Prosociaehavior was measured using a 10-item scale developey Caprara and Pastorelli (1993). The prosocial scale assessed their degree of helpfulness, sharing, kindness, and cooperation on a 5-point Likert response format 1 (never) to 5 (always).
Demographic characteristics. The questionnaire als four demographic questions: sex, age, ethnicity, and marital status, to address demographic characteristics of the participants.
In this study, we did not any control variables. Methodologists recommend that researchers provide theoretical justification for the need and relevance of control variables (Atinc, Simmering, & Kroll, 2012; Schjoedt & Bird, 2014; Spector & Brannick, 2011). They noted that control variables can profoundly change the relationships between the independent variables and the dependent variables and controlling for the confounding influence of the extraneous variables on the predictor variables does not control for the confounding effect of the control variables on the criterion variable and vice versa. This indicates that using control variables can be problematic and may invalidate the research findings. Thus, no control variables were d in this study.
Data Analysis
Because the data were self-reported, information was collected from the same sources, the Harman single-factor test was employed as a diagnostic tool to assess the presence of common method variance bias (CMV; Podsakoff, MacKenzie, Lee, & Podsakoff, 2003). Confirmatory factor analysis (CFA) was used to verify how well the variables defined their respective constructs (Guarino, 2004) using the LISREL 8.72 program. To examine the reliability of the data, the internal consistency estimates were calculated with Cronbach's alpha for the items ed to represent the variables (Brown, 2002). Structural equation modeling (SEM) was then performed to test the research hypotheses, assessing how well the data fit the proposed model (see Figure 1).
ResultsHarman's Single-factor Test
According to Malhotra, Kim, and Patil (2006) and Podsakoff et al. (2003), two criteria can lead to the presence of CMV, if (a) a single strong factor emerges from an exploratory factor analysis or (b) a first factor acs for the majority of the variance in the variables. However, the Harman single-factor results showed there were nine factors with eigenvalues greater than 1 and thus no single factor aced for the majority of the variance as the factors ranged from 2.87% to 21.70%. Consequently, this indicates that CMV was unlikely te a major source of the variations in the observed items of the present study.
Measurement Model
The measurement mode 37 items comprising the three burnout components of exhaustion, cynicism, and professional efficacy, the two constructs of task performance and contextual performance, and prosociaehavior. The CFA results indicated that the items for each construct significantly loaden their corresponding construct with their factor loadings above .4 for the respective manifest variables (see Table 1). The chi-square test was significant (χ2 = 1482.88, df = 614, p < .01), which is regarded as unacceptable. However, the chi-square test of absolute model fit is affectey large sample sizes and non-normality in the underlying distribution of the input variables (Kline, 1998). Other measures of fit were thus used to examine the overall fit of the model to the data. The alternative fit indices indicated that the measurement model had a reasonable fit to the data: RMSEA = .071, CFI = .92, NNFI = .91, IFI = .92 and RMR = .069. The RMSEA met the recommended criteria of .08 or less (Steiger, 1998) for a reasonable fit. The CFI, the NNFI, and the IFI all exceeded the minimum cut-off of .90 (Kelloway, 1998; Kline, 1998). The RMR value was also acceptable with the recommended criteria of .08 or less (Browne & Cudeck, 1993). Therefore, the results indicated that the measurement model achieved an adequate fit for the proposed factor dimensions, providing evidence of factorial validity and convergent validity of the study's measurement (Bagozzi & Yi, 1988).
The reliability measurements were found te above an acceptable level. Cronbach's alpha ranged from .74 to .92, exceeding the minimum level (.70) recommendey Nunnally anernstein (1994). The Cronbach's coefficients for the three burnout components of exhaustion, cynicism, and professional efficacy were .92, .84, and .78, respectively. The Cronbach's alpha values for task performance and contextual performance, and prosociaehavior were .74, .82, and .86, respectively. The internal consistency estimates of the variables are shown in Table 1.
Table 2 presents the intercorrelations among the burnout and job performance variables along with their means and standareviations. Most of the correlations were significant and in the direction suggestey theory and research; even the highest correlation of .58 between task performance and contextual performance resulted in a shared variance of only 33.6 percent. The results therefore suggested preliminarily that the three burnout components and the two job performance constructs were sufficiently distinct from each other and that they represented unique constructs.
Table 2.
Deive Statistics and Correlations for All Variables.
| Mean | SD | 1 | 2 | 3 | 4 | 5 | 6 | |
|---|---|---|---|---|---|---|---|---|
| 1. Exhaustion | 2.65 | 1.37 | – | |||||
| 2. Cynicism | 1.88 | 1.37 | .56** | – | ||||
| 3. Professional Inefficacy | 1.81 | 0.81 | -.04 | .32** | – | |||
| 4. Task Performance | 4.13 | 0.92 | -.08 | -.19** | -.40** | – | ||
| 5. Contextual Performance | 4.18 | 0.66 | -.17** | -.14* | -.33** | .58** | – | |
| 6. Prosociaehavior | 3.88 | 0.61 | -.11 | -.08 | -.28** | .25** | .32** | – |
Structural Models (Testing Hypotheses)
Hypothesis 1. The SEM results showed that the model addressing the negative relationships of emotional exhaustion with the three outcome variables had a reasonable fit to the data. Although the chi-square value (χ2 = 811.95, df = 293, p < .01) was significant, other fit indices indicated a good fit of the model (RMSEA = .080, CFI = .93, NNFI = .92, IFI = .93, RMR = .069). The direct negative effect of exhaustion with contextual performance was accepted (β = -.18; p < .01), while the relationships of exhaustion with task performance and prosociaehavior were not significant. Thus, the first hypothesis was partially supported.
Hypothesis 2. The results revealed that the model had a marginally acceptable fit to the data (RMSEA = .082, CFI = .91, NNFI = .90, IFI = .91, RMR = .074), (χ2 = 837.20, df = 293, p < .01). Although the RMSEA (.082) slightly exceeded the recommended criteria of .08 (Steiger, 1998) for an acceptable fit, these types of fit indices may degrade when models enclose large numbers of variables as we tested in this research (Kenney & McCoach, 2003). In such situations, Kenny and McCoach (2003) suggest that as long as a number of other fit indices meet the criterion for being acceptable, the achieved structural model represents an acceptable fit to the data. Cynicism was found to have a significant, direct negative effect on task performance (β = -.21, p < .01), yet the negative relationships between cynicism and contextual performance anetween cynicism and prosociaehavior were not statistically significant. Overall, the hypothesis was partially supported.
Hypothesis 3. The model with the relationships of professional inefficacy with the three outcome variables had an acceptable fit to the data as the fit indices appeared satisfactory (χ2 = 879.97, df = 318, p < .01, RMSEA = .080, CFI = .92, NNFI = .91, IFI = .92, RMR = .068). Professional inefficacy had a significant and powerfuirect negative effect on task performance (β = -.51, p < .001), contextual performance (β = -.41, p < .001), and prosociaehavior (β = -.36, p < .001). Therefore, the hypothesis was fully supported.
Hypothesis 4. According to the SEM results, the proposed model had an acceptable fit to the data (χ2 = 1528.28, df = 617, p < .01, RMSEA = .073, CFI = .91, NNFI = .91, IFI = .91, RMR = .079). Supporting the fourth hypothesis, all the relationships were found te significant. This corroborates the notion that although emotional exhaustion and professional inefficacy have direct negative effects on the three outcome variables, cynicism plays a partial mediating role in the positive relationships between the other twurnout components and the outcome variables (see Figure 2).
Results from SEM Analysis for the Proposed Model. * p < .05, ** p < .01, *** p < .001.
Results from SEM Analysis for the Proposed Model.
* p < .05, ** p < .01, *** p < .001.
Discussion
Burnout has been linked to a large array of meaningfurganizationautcomes (e.g., Bakker et al., 2004; Chiaburu et al., 2013; Demerouti et al., 2005; DeWall et al., 2008; Naus et al., 2007; Shoss et al., 2016). For the purpose of this research, we investigated hypothesized associations among the three burnout components (Maslach et al., 1996) and three outcomes: task performance, contextual performance, and prosociaehavior. Overall, through the SEM analyses, the findings demonstrated support for the notion that emotional exhaustion and professional inefficacy had a significant negative, direct effect on each of the dependent variables. Further, emotional exhaustion and professional inefficacy alsemonstrated an indirect effect on the dependent variables through the cynicism variable.
The first aim of this research was to test whether Maslach et al.’s (1996) three burnout components were associated with the three organizationautcomes examined in this research. The results of the correlational analyses and initial SEM analyses revealed that the three burnout components were indeed negatively associated with task performance, contextual performance, and prosociaehavior, as predictey the bulk of the extant literature (e.g., Bakker et al., 2004; Wright & Cropanzano, 1998). The intercorrelations were in the direction and strength as predicted. The initial SEM analyses alsemonstrated partial support for the direct negative effects of the burnout variables on the dependent variables. We found a direct negative effect of emotional exhaustion on contextual performance, but not task performance and prosociaehavior. We also found a direct negative effect of cynicism on task performance, but not contextual performance or prosociaehavior. Finally, we discovered that professional inefficacy demonstrated a strong, negative direct effect on task and contextual performance and prosociaehavior. Similar teiter and Maslach's (2009) work, these findings support the idea that each burnout component may play a differential, but important role in predicting performance and prosociaehavior. Noteworthy was that professional inefficacy demonstrated the strongest relation with the dependent variables, supporting the notion that efficaciousness beliefs related tne's reduced ability and sense of inadequacy on the job can be powerful negative predictors of performance and, as Xu et al. (2012) found, prosociaehavior.
The second aim of this study was to test a conceptual model with hypothesizeirect and indirect relationships with the dependent variables tetermine if emotional exhaustion's and professional inefficacy's association with task and contextual performance and prosociaehavior was mediater “carried” through the cynicism variable. Thus, both emotional exhaustion and professional inefficacy were hypothesized te indirectly related to the dependent variables through the cynicism variable. The SEM results were such that statistically significant results were found to support Leiter's (1993) notion that emotional exhaustion and professional inefficacy proceeded in parallel fashion, as they both demonstrated strong, independent direct effects on each of the dependent variables. Further, because cynicism partially mediated the relation between emotional exhaustion and the dependent variables in the model, Leiter's prediction that emotional exhaustion occurs first, which subsequently leads to cynical attitude as a coping strategy was also supported. As a further extension of Leiter's work, professional inefficacy also elicited a cynical coping strategy. The cynical coping strategy in this model was such that it demonstrated, after controlling for emotional exhaustion and professional inefficacy, strong, positive relations with task performance, contextual performance, and prosociaehavior. Thus, consistent with Leiter's (1993) anrandes anas's (2006) theoretical work, by developing a cynical coping strategy in response teing emotionally exhausted and professionally inefficacious, it ed as a protective mechanism to support increased, rather than reduced job performance and prosociaehavior. As for no relationship between emotional exhaustion and professional inefficacy found in the model, this study supports Leiter's (1993) mixed sequential and paralleevelopment model. Professional inefficacy is likely tevelop in parallel with the other twurnout components because the lack of efficacy seems to emerge from a lack of relevant resources while exhaustion and cynicism arise from work overload and social conflict. Individuals’ sense of accomplishment seems te irrelevant to their feelings of exhaustion.
Limitations and Recommendations for Future Research
As with any research study, there were limitations. First, because the results were collected through nonexperimental means, causality could not be inferred. Second, because the sample was drawn from a single university setting in the southeastern United States, and was somewhat over-representey females and Hispanic students, the results should not be generalizeut very cautiously beyond this study. Future organizational research shoule designed to more proportionally representative samples (e.g., Asians) that a more equal age group and gender balance to allow for investigating theoretically relevant age and gender differences. The conceptual model, although strongly directey theory and research, shoule tested alsongitudinally as this was a cross-sectional study. This study used independent variables which were collected first anependent variables collected a month later, but a reverse causality concern may exist because all three burnout components including cynicism, which we tested as a mediator, were measured at the same time. The longitudinal studies would allow for further confirmation of the strength anirection of relations found among the variables and test the mediating effects of cynicism over time. This new information could enrich what we already knew about Leiter's (1993) propositions that emotional exhaustion leads into cynicism as a positive coping strategy, but alsur new finding that professional inefficacy can alsead into cynicism as a powerful, positive coping strategy. Moreover, experimentar quasi-experimental research coule designed to test interventions related to reducing emotional exhaustion and professional inefficacy anetermining each variable's effect on job performance or prosociaehavior. If prudent ways coule found tampen the likelihoof each kinf burnout (e.g., eliminating stressors, increasing control), performance and prosociaehavior should increase to the benefit of all. Perhaps a mentoring program mentors trained te skilled at both coaching and counseling strategies coule designed to protect against burnout. Moreover, new mediator and moderator variables coule examined as a further extension of this work. For instance, differing coping strategies coule examined as mediators anrganizational climate and culture coule examined as moderators of the relationships between the independent anependent variables tested in this research (see Garnett et al., 2008). The conceptual model shoule tested too with additional significant outcome variables like engagement, organizational commitment, workplace adaptation, turnover intent, and incivility, as burnout has been shown to negatively influence a wide range of organizationautcomes (e.g., Cordes & Dougherty, 1993; Demerouti et al., 2014; Doi, 2005; Van Emmerick, Jawahar, & Stone, 2005). Testing health-relateutcomes like high blood pressure and gastrointestinal ailments (e.g., ulcer), suicidal ideation, disturbed sleep, impaired cognition, anebilitating anxiety would alse a significant contribution to what we know about the degree to which the mixed sequential and paralleevelopment model (Leiter, 1993) tested in this research predicts such distautcomes. Lastly, this study used a self-report measure for job performance, which may lead tiased results. Self-report measures raise concerns about the accuracy of respondents’ perceptions of their symptoms, behaviors, cognitions, and emotion (Dreer, Jackson, & Elliott, 2005). Therefore, future research should use multisource performance rating systems and measure the interrater agreement and the internal construct validity of the ratings.
Implications for Practice
The results of this study have practical significance for organizational professionals because it has a number of practical applications for how they might handle employees’ burnout in the workplace. First, by using the final conceptual model as a guide, we can see a number of possible important leverage points that coule usey managers and human resource professionals to improve job performance and facilitate prosociaehavior. By introducing organizational practices that are designed to reduce unreasonable joemands (e.g., excessive workload, role uncertainty, unsupportive supervisor) and increase job resources (e.g., appropriate performance feedback, autonomy), for instance, employees might be assisted in their efforts to meet joemands and attain salient personal anrganizational goals. Importantly, these practices are not necessarily costly to the organization. For example, a supervisor could easily be more supportive by making the employee's workload more manageable and clarifying role-related expectations, as well as providing timely and appropriate performance feedback and allowing for increased autonomy. In doing so, the employee would not feevertaxed, frustrated, and inefficacious professionally; thus, they wouless likely suffer from burnout. Thus, in a practical sense, we present empirical evidence that implementing ways to reduce the scores on twf Maslach et al.’s (1996) burnout components, emotional exhaustion and professional inefficacy, might logically yield vital, positive individual- anrganizational-leveutcomes.
We also cannot overlook that the present study provided evidence that cynicism can play a positive role in alleviating the negative association of burnout with joutcomes. Because cynicism can be a way to alleviate employees’ work frustrations and stress, attempts to totally squash cynicism at work may be not only ineffective but harmful (Brandes & Das, 2006). Thus, training managers and employees to use appropriate levels of cynicism (i.e., too much cynicism coule perceived te erproductive and uncivil), guidey organizationaehavioral norms for mutual respect (Reio & Sanders-Reio, 2011), as a coping strategy to manage daily stressors might be another means to reduce the likelihoof negative outcomes associated with being emotionally exhausted and professionally inefficacious.
Conclusions
Guidey the conceptual model underpinning this research, we found support for using both Maslach et al.’s (1996) three-dimensional aneiter (1993) developmental process burnout theories to predict the relationships among the emotional exhaustion, cynicism (depersonalization), and professional inefficacy burnout components and job performance and prosociaehavior. Overall, each of the burnout measures differentially predicted the dependent variables; professional inefficacy was the most powerful predictor of performance and prosociaehavior in the SEM models. Cynicism was also found to positively mediate the link between emotional exhaustion and professional inefficacy and the dependent variables, indicating that cynicism might be a protective coping strategy tefend against the negative influences of the emotional exhaustion and professional inefficacy types of burnout. Cynicism was a powerful mediator to the degree that a standareviation increase in cynicism, with all else being controlled, corresponded with a .36, .60, and .43 increases in task performance, contextual performance, and prosociaehavior, respectively. Future research woule d to test the model presented in this study in new types of organizational settings with proportional representation by demographic characteristics, such as age, gender, and ethnicity. The practical utility of these findings should encourage organizational professionals to consider cost-effective means to reduce employee emotional exhaustion and professional inefficacy and explore appropriate levels of cynicism as a protective coping strategy to reduce the likelihoof dampening job performance and prosociaehavior.
Conflict of Interest
The authors of this article declare no conflict of interest.
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Hyejin Bang1 , Thomas G. Reio Jr1
1Florida International Univ., Miami, Estados Unidos
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