Chronic job burnout and daily functioning: A theoretical analysis

By Arnold B. Bakker, Patrícia L. Costa. 2014

436 citations recorded by the source corpus.

In this article, we discuss the individual employee's role in the development of his/her job burnout. We review the antecedents and consequences of burnout, and propose a model with chronic burnout as a moderator of daily functioning in the workplace. Specifically, we argue that chronic burnout strengthens the loss cycle of daily job demands, daily exhaustion, and daily self-undermining. Additionally, we argue that chronic burnout weakens the gain cycle of daily job resources, daily work engagement, and daily job crafting. We conclude that employees with high levels of burnout need help in structurally changing their working conditions and health status.

Subfields: General Health Professions, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/02b89fe8fee3da7aeb9b5e3c85a00d58f72072d8

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In General Health Professions

In Organizational Behavior and Human Resource Management

Citations in the corpus

Fostering task and adaptive performance through employee well-being: The role of servant leadership (2020, background): “…the current understanding regarding the antecedents and impact of changes in servant leadership, burnout, work engagement, and employee performance as most existing studies are cross-sectional or have measured constructs only once (Bakker & Costa, 2014; Carpini et al., 2017; Eva et al., 2019).”
Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Bakker and Costa (2014) define self-undermining as “behavior that creates obstacles that may undermine performance” (p. 115).”
A meta-analysis on promotion- and prevention-focused job crafting (2018, background): “Accordingly, prevention-focused job crafting is a form of self-undermining behaviour, i.e., a “behaviour that creates obstacles that may undermine performance” (Bakker & Costa, 2014, p. 115).”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “Bakker and Costa (2014) proposed that this process is the result of self-undermining behavior.”
Multiple levels in job demands-resources theory: implications for employee well-being and performance (2018, neutral): “Bakker and Costa (2014) have coined the term self-undermining to refer to “behavior that creates obstacles that may undermine performance” (p. 115).”
A systematic review including meta-analysis of work environment and burnout symptoms (2017, background): “In the core of situational work environment factors there are different aspects of job demands, individual control at work and level of social support [8].”
Pandemics: Implications for research and practice in industrial and organizational psychology (2020, background): “These high strain levels are not only unfortunate, but may impair daily functioning at work (Bakker & Costa, 2014), which might lead to inefficiencies and risky behaviors.”
Towards a multilevel approach of employee well-being (2015, background): “Taking AET and this evidence as a starting point, it can be argued that daily exhaustion and daily work engagement feed back to general well-being (see Figure 1; see also Bakker & Costa, 2014).”