Mediating effect of work burnout in the relationships between job demands and job performance of business educators

The impact of job demands on job performance is not always straightforward but relies on whether employees are burned out or engaged. Although such relationships were established previously based on job demands–resources (JD-R) theory in Western developed countries, evidence from Eastern developing countries is very limited. During the peak of COVID-19, this study was conducted to examine the impact of job demands on nurses’ job performance via the mediating role of work burnout and work engagement. By employing the tenets of the JD-R theory, the theory was tested through collecting data from 202 nurses who were working in Palestine. The SPSS statistical software (version 25) and partial least squares structural equation modelling (PLS-SEM) were used to analyse the collected data. The findings disclosed that work burnout was negatively related to job performance, and work engagement was positively related to job performance. Unexpectedly, job demand had a negative relationship with work burnout and a positive relationship with work engagement. However, work burnout and work engagement mediated the relationship between job demand and job performance. A discussion of the findings, contributions, implications, limitations and future directions is provided.

Introduction: The growth of gig work has transformed the contemporary labor market, provided flexibility and independence but also subjected workers to high stressors like job insecurity, economic uncertainty, and irregular workloads. Gig workers work in various sectors, such as ridesharing, food delivery, freelancing, and on-demand services, and usually encounter distinctive occupational hazards. Gig Workers' Well-being (GWW) Model, based on the Job Demands-Resources (JD-R) model and Psychological Capital (PsyCap) theory, presents a systematic approach to understanding job demands and resources and their effect on stress resilience, mental well-being, and job performance among gig workers. This research explores how resilience interventions can reduce stress and improve work engagement and productivity among gig workers. Objectives: The main aim of this research is to create and test a multi-dimensional stress resilience framework that explains the dynamic interaction of multiple influences on wellbeing among gig workers. More specifically, the research intends to explore how job demands can intensify burnout while job resources promote work engagement, and to investigate the dual nature of gig-related factors that can benefit or detract from job performance. Furthermore, the study aims to investigate the contribution of technostress in exacerbating burnout, evaluate the effectiveness of boundary management in enhancing work engagement, and identify the degree to which resilience is responsible for enhanced job performance. Through this holistic examination, the study aims to offer detailed insights into the stress and coping processes in the gig economy, ultimately guiding strategies to enhance the wellbeing and performance of gig workers. Methods: A qualitative research design was used to obtain rich insights into the well-being of gig workers. A stratified random sampling strategy provided representative diversity across work categories, demographics, and geographic regions. Data were collected through structured online questionnaires distributed through LinkedIn, social media groups, and gig work platforms. The questionnaire contained validated scales assessing stress levels, financial security, work-life balance, resilience, and well-being. 400 questionnaires were distributed and 338 returned (84.5% response rate). After excluding incomplete or invalid responses, the final sample of 323 gig workers was analyzed. Statistical analysis using IBM SPSS 25.0, including correlation and regression analysis, was conducted to examine the relationships between job demands, burnout, resilience, and work engagement. Results: Correlation analysis indicated significant relationships between the most important variables. Job demands were positively correlated with job resources (r =.900, p <.01), indicating that as stressors, resource needs also increased. Burnout had significant correlations with job demands (r =.489, p <.01) and technostress (r =.804, p <.01), supporting the negative effect of workload unpredictability. Regression analysis showed that job demands strongly predicted burnout (β = 0.489, R² = 0.239, p <.000), whereas job resources positively affected work engagement (β = 0.415, R² = 0.172, p <.000). Gig-specific factors also significantly contributed to the formation of job performance (β = 0.368, R² = 0.135, p <.000). In addition, technostress strongly raised levels of burnout (β = 0.476, R² = 0.227, p <.000), whereas resilience helped job performance to the extent of β = 0.499, R² = 0.289, p <.000, highlighting its significance when managing stress. Conclusions: The results highlight the intricate interaction between job demands, resilience, and performance in the gig economy. Digital stressors and high job demands are sources of burnout, which is detrimental to well-being. Nevertheless, job resources such as autonomy, skill development, and social support improve work engagement and reduce stress. The GWW Model highlights the importance of resilience in mediating stress outcomes and proposes that interventions like boundary management, adaptive coping, and financial security programs can enhance mental health and performance. Policy measures should aim to augment gig workers' access to social security, training, and mental health care. By building resilience, gig platforms can establish a more sustainable and supportive work culture, guaranteeing long-term well-being and productivity.

The study was on relationship between human capital development and job performance of business educators in tertiary institution in Ekiti state. Three research questions were raised and three hypotheses were formulated and tested at 0.05 level of significance. The study adopted correlational survey research design. The population of the study comprised 40 lecturers in business education and Office Technology and Management departments from three Universities and Federal Polytechnic, Ado Ekiti respectively. All the lecturers were used since the population was manageable. The instrument used was a questionnaire titled Human Resources and Job Performance Questionnaire (HRJPQ). The instrument was given to experts in Business Education for content and face validity. The internal consistency of the instrument was ascertained using Cronbach alpha with a Coefficient value of 0.89. The findings revealed that there was a high positive relationship between training and business educators’ job performance, there was a very high positive relationship between mentoring and business educators’ job performance and there was moderate positive relationship between performance appraisal and business educators’ job performance. The findings also revealed that training, mentoring and performance appraisal is significant positive predictor of business educator’s job performance. Based on the findings, it was recommended that Management of tertiary institutions in Ekiti state need to establish a widely spread evaluation scheme to enhance performance of business educators, they should also offer training programs to business educators based on training needs which is identified through regular performance appraisal review and provide mentoring programme for them to meet their expected performance.

Work burnout and job turnover intentions pose challenges for health care workers. An understudied area of impact is COVID-19 occupational stigma consciousness or the awareness that one's occupation has been stigmatized because of proximity and exposure to COVID-19. Using job demands-resources theory, we examine the impact of COVID-19 occupational stigma consciousness, a novel job demand, on work burnout and job turnover intentions and the effectiveness of common job resources to buffer these effects among nurses in the United States. We surveyed frontline nurses working in the United States during the COVID-19 pandemic ( N = 282). We used structural equation modeling to examine the impact of COVID-19 occupational stigma consciousness on job turnover intentions and the mediating role of work burnout. Perceived supervisor support and supportive work climate were examined as job resources. COVID-19 occupational stigma consciousness was significantly related to work burnout, and work burnout fully mediated the relationship between COVID-19 occupational stigma consciousness and job turnover intentions. Perceived supervisor support was related to reduced job turnover intentions and reduced work burnout. However, supportive work climate and perceived supervisor support did not moderate the impact of COVID-19 occupational stigma consciousness on work burnout. This study found support for the negative impact of a novel job demand, COVID-19 occupational stigma consciousness, on nurses in the workplace. Social support resources that are effective in other contexts for reducing the harmful effects of job demands were not effective at reducing occupational stigma among nurses during COVID-19. As pandemics increase in frequency, organizations and managers should understand the effects of disease-related stigma consciousness on employees and focus on implementing job resources that can mitigate the effects of such stigma.

The study examined the correlation between work self-efficacy and job performance of business educators in public universities. A correlational design was adopted and data were collected from a randomly selected sample of 142 business educators (12 HODs and 130 lecturers) using a structured psychological scale. Data where analyzed using Pearson correlation matrix and linear regression. Pearson correlation matrix was employed to answer the research question while linear regression was used to test the null hypotheses at 0.05 level of significance. The result showed a significant but low correlation between work self-efficacy and task performance (r = .263; p = .002). The result also showed a significant but low correlation between work self-efficacy and contextual performance (r = .238; p = .007). The results also showed a significant but low correlation between work self-efficacy and overall job performance (r = .315; p = .000). These findings suggest that if university administrators and managers create or implement a challenging and resourceful work environment, it will help increase and sustain high level of work self-efficacy among business educators in public universities which, in turn, further increase their task performance and contextual performance.

The study examined professional development approaches and business educators’ job performance in tertiary institutions in Imo state. It specifically focused on the relationship between in-service and on-the-job training approaches of professional development and the teaching and research performance of business educators in tertiary institutions. A co-relational research design was adopted in the study. The population of the study comprised 52 business educators in the two tertiary institutions currently running business education programme in Imo state. Data was collected from the respondents with the means of a structured questionnaire designed by the researchers. Data collected for the study was analyzed with mean (X) and Pearson Product Moment Correlation Coefficient (r). Analysis of the data collected revealed that both in-service and on-the-job training have a very strong positive relationship with business educators’ job performance in tertiary institutions. Consequently, it was concluded that in-service and on-the-job training approaches of professional development play important roles in the performance of business educators in tertiary institutions. Based on the findings of the study, it was recommended that: government should come up with a compulsory policy that will coerce management of institutions to prioritize regular professional development of their employees; and Management of institutions should combine both in-service and on-the-job training approaches in the professional development of their employees.

Job Demands-Resources (JD-R) theory, amongst others, proposes that employee work engagement and job performance are the result of an optimal balance between job demands and (personal and job) resources. According to JD-R theory, every job is characterized by a specific set of job demands and resources. JD-R theory states that positive organizational interventions that aim to optimize job demands and resources will lead to improved levels of work engagement and performance and may therefore be appealing for contemporary organizations that want to stimulate employee well-being and improve their performance from which they can outstand their competitors. In this book chapter, we present and discuss the motivational potential of job demands-resources interventions from both an organizational (top-down) and an employee (bottom-up) perspective, and their effectiveness.

Fatigue is a constant risk impacting the seafaring ability regardless of existing skills, knowledge or received training regarding safety in the shipping industry. A seafarer typically loses focus on personal duties when experiencing high fatigue levels, which results in unproductive distractions. The current study provided an overview of the factors contributing to seafarer fatigue while developing an alternative framework by applying the job demands-resources (JD-R) theory with occupational stress and job performance as the mediators. Purposive sampling was performed to recruit respondents, with a total of 250 valid responses collected via an online questionnaire. Subsequently, structural equation modelling was conducted via the SmartPLS software, which discovered that all direct and mediation hypotheses were supported. Hence, the findings could serve as a reference for seafarers and shipping companies to reflect on the present working practices based on job demands and resources. The results would not only be beneficial to academics but also could practically ensure the sustainability of the maritime industry.

This study examines how job demands, resources, and occupational commitment influence job performance among project-based workers in China's construction engineering supervision industry. Drawing on the Job Demands-Resources (JD-R) model, it explores the mediating role of occupational commitment in the relationship between job characteristics and performance. A total of 744 valid responses were collected through an online survey platform and analyzed using structural equation modeling. The results show that obstructive demands, such as job alienation and underemployment, negatively affect job performance by diminishing occupational commitment. Conversely, challenging demands, like perceived algorithmic control, enhance both commitment and performance. Furthermore, job resources such as social support, information system quality, and job autonomy have a positive influence on job performance. These findings emphasize the importance of managing job demands and optimizing resources to improve employee performance and commitment in project-based work environments. The research contributes to the JD-R model by extending its application to project-based workers and provides practical implications for human resource management in dynamic industries.

This study examines how job demands, personal resources, and job resources influence work outcomes, focusing on the role of job autonomy and systems intelligence. Drawing on Job Demand–Resource and Job Demand–Control Models, we hypothesize that job autonomy moderates the negative effects of job stressors (work overload, managerial pressure, and time pressure) on job performance. Additionally, we propose that systems intelligence mediates the relationship between job stressors and job performance. Data were collected from employees in multinational firms in Pakistan through two time-lagged survey waves. The results show that job stressors at time 1 (work overload, managerial pressure, time pressure) negatively affect perceived job performance at time 2 but not supervisor-rated performance. Job autonomy at time 2 weakens the negative impact of managerial pressure on perceived performance but does not mitigate work overload or time pressure at time 1. Systems intelligence at time 2 directly influences perceived job performance (time 2) but does not mediate the relationship between job stressors (time 1) and performance outcomes (time 2), challenging existing mediation models. These findings underscore the importance of the “buffer hypothesis” in reducing the negative effects of job demands on performance. Systems intelligence consistently predicts increased job autonomy across both time points and reduces managerial pressure, work overload, and time pressure at time 2. This research contributes valuable insights into optimizing employee performance and well-being amidst complex workplace stressors, emphasizing that job resources (such as autonomy) and personal resources (such as systems intelligence) can work together or independently to support positive outcomes.

Role of demands-resources in work engagement and burnout in different career stages

Job demands-resources (JD-R) theory is commonly used to predict employee well-being, work behaviors, and performance. This article provides a short description of JD-R theory and discusses issues and questions that have been raised regarding the theory. These issues include the differences between conservation of resources theory and JD-R theory, whether a job resource can be a job demand, the impact of job resources on strain and health, the role of hindrance and challenge job demands in JD-R theory, the relationship between job demands and resources, and the likelihood of work engagement being a redundant concept. We also discuss whether JD-R theory can be falsified, the role of personality in the theory, within- and between-person effects in JD-R theory, the question whether there is a standard JD-R questionnaire, and the existence of loss and gain spirals. Finally, we discuss the use of JD-R theory in domains other than work and answer the question whether JD-R theory is universally applicable. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

"The ongoing outbreak of COVID-19 is severely affecting many areas of everyday life, including family, education, and work. Hence, safety at work – both physical and psychological – plays a central role for organizations, which need to be productive while, at the same time, preserving employees' health and well-being. Building on the job demands-resources (JD-R) model applied to safety at work, in this study we proposed that the perceived risk of being infected with COVID-19 at work can be conceptualized as a job demand (i.e., a risk factor for work-related stress). We also proposed that negative affectivity (i.e., a dispositional dimension that reflects pervasive individual differences in negative emotionality and self-concept; NA) may be conceived as a personal demand, that is, an individual characteristic that hinders employees' abilities to effectively cope with their work environment. Hence, according to the health impairment process of the JD-R, in this study we hypothesized that the perceived risk of being infected at work (PRIW) is positively associated with psycho-physical strain (i.e., stress-related psycho-physical symptoms), which, in its turn, is negatively associate with employees’ job performance. We also hypothesized that NA affects the association between PRIW and psycho-physical strain, which is expected to be stronger for high-NA individuals. The study was carried out on a sample of 353 workers who completed a self-report questionnaire aimed at determining PRIW, NA, psycho-physical strain, and job performance. Data were analyzed using path analysis. Results showed that PRIW was positively associated with psycho-physical strain, which, in its turn, was negatively associate with job performance. The association between PRIW and job performance was not significant. Interestingly, NA moderated the association between PRIW and psycho-physical strain, which was stronger for high-NA individuals, and not significant for low-NA individuals. Overall, this study suggests that the JD-R can be successfully applied to safety at work during the ongoing outbreak of COVID-19. In line with the JD-R, PRIW (a job demand) was negative associated with workers' health and job performance, although indirectly in the latter case. Moreover, NA (a personal demand) exacerbated the association between PRIW and psycho-physical strain. From a practical standpoint, this study suggests that organizations should provide workers with adequate job resources to manage the risk of infection and achieve their objectives safely (i.e., primary prevention). Furthermore, in terms of secondary prevention, interventions could help high-NA employees to develop skills to cope effectively with the risk of infection at work."

To explore the mediating effect of work engagement and the moderated mediating effect of emotional workload on the relationship between job demands and job performance among nurses. Nurses work in a high-demand situation that could affect their job performance. However, previous studies have reported an inconsistent relationship between job demands and job performance. The underlying mechanism of how job demands influence job performance remains unclear. An online cross-sectional survey was conducted with a convenience sample of 893 nurses from 14 cities in Sichuan Province between November and December 2021. Data were collected using the Job Demands Scale, Job Performance Scale, Utrecht Work Engagement Scale, and emotional workload subscale of the Questionnaire on the Experience and Evaluation of Work. Bootstrap and simple slope methods were used to test a moderated mediation model using Hayes' PROCESS macro. The STROBE reporting guidelines were utilized. Job demands had a positive effect on job performance, and this effect was mediated by work engagement. Emotional workload moderated the indirect relationship between job demands and job performance. Specifically, the positive effect of job demands on job performance via work engagement was attenuated in nurses with a high emotional workload. This study sheds light on the complex relationship between job demands and job performance. Work engagement and emotional workload deserve more attention to improve nurses' performance. Policymakers and nurse managers should make efforts to develop and implement strategies to foster nurses' work engagement, reduce their emotional workload, and further help nurses efficiently deal with job demands.

PurposeThis paper aims to identify and report the differential effects of activity control and capability control on role stressors, which subsequently affect salespeople’s job satisfaction and sales performance.Design/methodology/approachDrawing on job demands-resources (JD-R) theory, the authors defined active control and customer demandingness as the job demands and capability control as the job resource, and designed their relationship with role stressors, which are indicated as role ambiguity, role conflict and role overload. The authors enrolled a sample of 223 industrial salespeople from pharmaceutical companies. After collecting the data, the authors used structural equation modeling using AMOS to test and estimate causal relationships along with a two-step approach to examine the interaction effect. The authors have also tested the simple slope of two-way interactions. All of the measured variables were identical to those used in previous studies.FindingsThe study findings indicate that behavior-based control can be counterproductive. Reducing activity control can decrease role stress, increase job satisfaction and improve job performance; increasing capability control, however, can reduce role stress and increase job satisfaction and performance. It is also important to acknowledge the external environment of the sales context in which behavior-based control is most effective: whereas high customer demandingness and capability control are related to reduced role stress, high customer demandingness and activity control are related to increased role stress.Practical implicationsSales managers should recognize that different control management regimes reinforce or mitigate salespeople’s job stressors and outcomes under specific conditions (i.e. work environments marked by higher or lower customer demandingness).Originality/valueDrawing on JD-R theory, the research shows that a behavior control (i.e. activity control and capability control) has differential, and even opposite, psychological consequences.