Abstract
Construction professionals are prone to work-family conflict and job burnout, which in turn can affect project performance during implementation of delivery. To cope with this, a questionnaire survey was undertaken with construction professionals in the Chinese construction industry and 373 valid responses were received. A theoretical model introducing organizational support as a moderating variable was developed and tested with structural equation modeling. The results showed that there is a positive correlation between work-family conflict and job burnout for construction professionals. Involving organizational support can alleviate the impact of work-family conflict on professionals’ job burnout. Meanwhile, both work-family conflict and job burnout have negative effects on project performance. Therefore, an atmosphere and culture of humanized management should be established within the construction enterprises. Additionally, organizational incentives such as regulations and rules should be formulated assisting employees achieve work-family balance. Such incentives could contribute to the construction industry and improve project performance. Furthermore, this study provides a new theoretical perspective for the management of job burnout and work-family conflict in the construction industry, complementing the existing body of knowledge.
Highlights
Job burnout has become a serious problem in the construction industry, which is a typical task-driven industry [1,2]
The objectives of this study are as follows: (i) to explore the relationship between work-family conflict and job burnout; (ii) to determine whether a significant correlation exists between job burnout and project performance; (iii) to verify whether work-family conflict is significantly related to project performance, and (iv) to confirm that organizational support plays a moderating role between work-family conflict and job burnout
The reliability of each variable scale was tested according to its corrected-item total correlation (CITC) value and Cronbach’s α coefficient value
Summary
Job burnout has become a serious problem in the construction industry, which is a typical task-driven industry [1,2]. In order to achieve optimal project performance, construction professionals are often expected to bear great pressure during the whole project life cycle. This puts construction professionals at high risk of experiencing job burnout [5]. Construction projects have tended to be large-scale, complex and integrated [6]. These characteristics of construction projects frequently require professionals to devote more time and energy to work, which could lead to job burnout. Job burnout will affect a professional’s personal daily life, but will lead to time and cost overruns, and reduce customer satisfaction
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