The Effect of Job Engagement on Job Burnout and Job Performance: The Moderating Effect of Organizational Justice

Nan Yin

doi:10.5539/ijbm.v12n5p177

Abstract

This study took salemen as an example to explore the relationship between job engagement and job burnout, job engagement and job performance. When studying on the impact of job engagement, both of the two results should be taken into consideration, so the study took job burnout and job performance as the outcome variables of job engagement. The study randomly chose 48 companies of them through field visits, and the respondents were the employees who were engaging in the sales in the 48 computers and computer parts sales companies. When compiling the questionnaires, the paired questionnaire was adopted. 633 employee questionnaires were distributed to the employees and 150 supervisor questionnaires to the supervisors. Each sales department supervisor consists of several employees. Effective recovery of the questionnaire was 501 copies. The results show that job engagement positively affects task performance and organizational citizenship behavior in job performance, and negatively affects counterproductive work behavior; Job engagement negatively affects job burnout, and organizational justice has a significant negative moderating effect on job engagement and counterproductive work behavior.

Highlights

This study took salemen as an example to explore the relationship between job engagement and job burnout, job engagement and job performance
The higher the degree of fairness of an organization is, the higher the possibility of perceiving being treated fairly for the employees is, and they will be more engaged and decrease job burnout and improve the job performance, so organizational justice can be taken as a moderator for adjusting the relationship among job engagement, job performance and job burnout, which is the third motivation of the study
This study makes the relevant analysis towards the variables in scales in order to discuss the possible correlations among variables and factor sub dimensions in scales including job engagement, job burnout, task performance, organizational citizenship behavior (OCB), etc

Summary

Introduction

This study took salemen as an example to explore the relationship between job engagement and job burnout, job engagement and job performance. Job engagement is the mental efforts devoted by the employees to work, which has a positive impact on the performance of an organization, because job engagement was the degree of individual’s concentration on work (Brooke, Russell, & Price, 1988). The higher the degree of fairness of an organization is, the higher the possibility of perceiving being treated fairly for the employees is, and they will be more engaged and decrease job burnout and improve the job performance, so organizational justice can be taken as a moderator for adjusting the relationship among job engagement, job performance and job burnout, which is the third motivation of the study

Objectives

Results

Conclusion