A meta-analysis of burnout with job demands, resources, and attitudes

By Gene M. Alarcon. 2011

996 citations recorded by the source corpus.

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

View Paper: https://www.semanticscholar.org/paper/ee82e49b04dd001089e58c19ee5bf7088b238ce7

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In General Health Professions

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Job Demands–Resources theory and self-regulation: new explanations and remedies for job burnout (2020, background): “Particularly workload, role ambiguity, role conflict, role stress, stressful events, and work pressure seem important (for meta-analyses, see Alarcon, 2011; Lee & Ashforth, 1996).”
The impact of job crafting on job demands, job resources, and well-being. (2013, background): “Although work engagement and job satisfaction are both predicted by job resources, they are different concepts (Alarcon & Lyons, 2011). Based on the circumplex model of affect (Posner, Russell, & Peterson, 2005), these constructs can be mapped onto two affective dimensions. The first dimension range”
Main and interactive effects of weekly transformational and laissez‐faire leadership on followers’ trust in the leader and leader effectiveness (2019, neutral): “In addition, leaders may face high job demands themselves on certain days and, as a consequence, be less engaged in their work and with their followers (Alarcon, 2011; Demerouti, Bakker, Nachreiner, & Schaufeli, 2001).”
Personal and contextual factors related to teachers’ experience with stress and burnout (2018, background): “When stress becomes an overbearing presence in a teacher’s life, it can lead to feelings of burnout (Alarcon, 2011).”
Regulatory job stressors and their within-person relationships with ego depletion: The roles of state anxiety, self-control effort, and job autonomy. (2016, background): “According to recent meta-analyses (Alarcon, 2011), job autonomy, or the decision latitude one has over immediate tasks and time constraints, reduces aspects of job strain such as emotional exhaustion.”
Why does organizational identification relate to reduced employee burnout? The mediating influence of social support and collective efficacy (2015, background): “Second, we controlled for respondents’ job satisfaction because highly satisfied employees are likely to experience lower levels of strain and burnout (Alarcon, 2011).”
A systematic review including meta-analysis of work environment and burnout symptoms (2017, result): “Compared with the review and meta-analyses of Alarcon [16] our review includes more and newer articles and compared with the review of Seidler et al.”
The Job Demands-Resources Model (2015, background): “, 2007; see Alarcon, 2011, for a review). Interestingly, in spite of the fact that in the seminal publication on the JD‐R model of burnout the importance of demands × resource interactions was downplayed (Demerouti et al., 2001), later research did examine this interaction. For example, Bakker et al”
Exploring Individual and Organizational Factors Contributing to Compassion Satisfaction, Secondary Traumatic Stress, and Burnout in Domestic Violence Service Providers (2013, methodology): “three groups: (a) higher work demands, defined as workload, role conflict, and role ambiguity; (b) lower resources, defined as job control and autonomy; and (c) lower adaptive attitudes, defined as turnover intentions, low job satisfaction, and low organizational commitment (Alarcon, 2011).”
Police Body-Worn Cameras: Effects on Officers’ Burnout and Perceived Organizational Support (2018, background): “…Loeb, & Ekeberg, 2003); use and acceptance of violence (Kop, Euwema, & Schaufeli, 1999); increased illness, withdrawal, and job dissatisfaction (Alarcon, 2011); increased aggressivity and suicide (Queiros, Kaiseler, & Leit~ao da Silva, 2013); family conflict (Jackson & Maslach, 1982;…”
Leadership behaviour and leader self-reported well-being: A review, integration and meta-analytic examination (2020, background): “Environmental and personal characteristics are systematically related to leader well-being, as well as their leadership (e.g. Alarcon, 2011; Bono & Judge, 2004).”