Abstract
Job burnout is a continuing concern for human resource management and mental health at work, as it affects employee productivity and well-being. The present study conceptualizes Kahn’s job engagement theory to predict job burnout through a latent growth model. To test the proposed model, data were collected by surveying 710 employees of R&D departments of financial information technology firms of Taiwan at multiple points in time over 6 months. Therein, this study found that as employees perceived more ethical leadership, corporate social responsibility, and self-efficacy at Time 1, they were more likely to show increases in job engagement development behavior over time. Further, increases in job engagement development behavior demonstrate their positive relationship with the decrease in job burnout development behavior over time. These findings highlight that the potential dynamic consequences of organizational behaviors can lead to employee career development and occupational mental health.
Highlights
Susana Rubio-ValdehitaIn contemporary firms, to effectively compete, firms should focus on organizational sustainability but must alleviate job burnout (JB) to achieve long-term sustainable success
The Cronbach’s alpha, composite reliability (CR), and average variance extracted (AVE) for these variables were all greater than the modest criteria (e.g., α > 0.7, CR > 0.6, AVE > 0.5)
The hypotheses that state that an employee who perceived more ethical leadership, perceived corporate social responsibility, and self-efficacy at the initial time (Time 1) are more likely to demonstrate greater increases in Job engagement (JE) development behavior over time are supported
Summary
Susana Rubio-ValdehitaIn contemporary firms, to effectively compete, firms should focus on organizational sustainability but must alleviate job burnout (JB) to achieve long-term sustainable success. Job engagement (JE) can be seen as a key source of organizational sustainability [1] because JE can positively increase performance, competitive advantage, and employee retainment rate [2,3]. JB is an important factor in influencing organizational sustainability because JB can negatively affect performance, competitive advantage, and employee retainment rate [4,5]. Individuals suffering from JB exhibit low energy, lack of motivation, negative feelings about themselves or their work, and withdrawal from interpersonal interactions [9]. To reduce these negative outcomes, the prevailing approach is to identify sources of JB and formulate interventions. Publications for JB are gradually increasing [10,11,12], this area remains somewhat undeveloped
Sign-in/Register to view highlights & summary Sign-in/Register to access full text options 
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call
