The JD-R model is a framework that can be used to improve employee health, motivation, and organizational outcomes. The current research examined the antecedents and consequences of work engagement, workaholism, and burnout with the aim of refining the JD-R model. The antecedents were job demands (r...
The JD-R model is a framework that can be used to improve employee health, motivation, and organizational outcomes. The current research examined the antecedents and consequences of work engagement, workaholism, and burnout with the aim of refining the JD-R model. The antecedents were job demands (role conflicts and workoverload) and job resources (OBSE and supervisor support). Three work states included were workaholism, work engagement, and burnout. We further incorporated four outcome variables of deviance behaviour, creative behaviour, work-family conflicts and job performance in the model.
Conservation of resources theory (Hobfoll’s 1989) and JD-R model were used to hypothesize that all job demands (role conflicts and workoverload) could be positively related to burnout. Job resources (OBSE and supervisor support) and work engagement were also hypothesized to be positively correlated. As its main unique contribution, it was hypothesized that workaholism could mediate the relationship between work engagement and burnout, and ultimately explain much variations in outcome variables (deviance behaviour, work-family conflicts, creative behavoiur and job performance).
These hypotheses were tested using a sample of 205 employees working from 8 high performing organizations based in Gwanju, South Korea. Companies ranged from small to large companies in diverse industries including electronics, machinery, accounting, construction and chemical industries. SPSS and Amos programs were used to generate descriptive statistics such as means, standard deviations, and frequency tables. Confirmatory analysis was also done before testing the hypotheses. Both multiple regressions and hierarchical regression were used to test hypotheses. Bootstrapping was adopted as a confirmatory test especially in analyses which involved mediations.
The findings were generally in line with theory and predictions. Firstly, job demands (role conflicts and workoverload) were positively correlated with burnout. Job resources (OBSE and supervisor support) were positively related to work engagement. Consistent with previous studies, supervisor support and OBSE buffered the relationship between role conflicts and burnout in predicted directions. However, none of these job resources did interact with workoverload to predict burnout. Secondly; as the main contribution of this research, work engagement and workaholism were positive and significantly related. Furthermore, workaholism mediated the relationship between work engagement and burnout in predicted direction. Thirdly; burnout was found to be related to workplace deviance, work-family conflicts, and creative behaviour. Workaholism was positively correlated with work-family conflicts, creative behaviour and job performance in line with theory and past research. In addition, work engagement was positively correlated with creative behaviour and job performance
Practically, the current study identified job demands (role conflicts and workoverload) and job resources (OBSE and supervisor support) as main job factors relevant to the context in which the study was conducted. In addition of burnout and work engagement, the current study has introduced the construct of workaholism in JD-R model to enhance predictive power of job outcomes for individual employees and for organizations at large. Managers may capitalize on the job resources (OBSE and SS) as an intervention to reduce burnout, work-family conflicts, and deviance behaviour while increasing job performance and creative innovative behaviour. HR managers aiming to activate employees for innovation should focus on structural changes in job content by providing supervisor support and instilling in a sense of organizational based self-esteem to foster engagement and prevent burnout.
When interpreting the results of this research some limitations must be taken into considerations. One of the limitations of this study is the use of few job demands (role conflicts and workoverload) and job resources (OBSE and supervisor support) in our questionnaire. To test full potential of JD-R model future research may incorporate more job characteristics in order to verify the proposed JD-R model. The current study used single method to measure all the constructs which may inflate the associations among variables. Although we assured that single method bias does not affect our findings by testing reliability of our items and validity, future study may combine self-report and other methods to verify these findings.
The JD-R model is a framework that can be used to improve employee health, motivation, and organizational outcomes. The current research examined the antecedents and consequences of work engagement, workaholism, and burnout with the aim of refining the JD-R model. The antecedents were job demands (role conflicts and workoverload) and job resources (OBSE and supervisor support). Three work states included were workaholism, work engagement, and burnout. We further incorporated four outcome variables of deviance behaviour, creative behaviour, work-family conflicts and job performance in the model.
Conservation of resources theory (Hobfoll’s 1989) and JD-R model were used to hypothesize that all job demands (role conflicts and workoverload) could be positively related to burnout. Job resources (OBSE and supervisor support) and work engagement were also hypothesized to be positively correlated. As its main unique contribution, it was hypothesized that workaholism could mediate the relationship between work engagement and burnout, and ultimately explain much variations in outcome variables (deviance behaviour, work-family conflicts, creative behavoiur and job performance).
These hypotheses were tested using a sample of 205 employees working from 8 high performing organizations based in Gwanju, South Korea. Companies ranged from small to large companies in diverse industries including electronics, machinery, accounting, construction and chemical industries. SPSS and Amos programs were used to generate descriptive statistics such as means, standard deviations, and frequency tables. Confirmatory analysis was also done before testing the hypotheses. Both multiple regressions and hierarchical regression were used to test hypotheses. Bootstrapping was adopted as a confirmatory test especially in analyses which involved mediations.
The findings were generally in line with theory and predictions. Firstly, job demands (role conflicts and workoverload) were positively correlated with burnout. Job resources (OBSE and supervisor support) were positively related to work engagement. Consistent with previous studies, supervisor support and OBSE buffered the relationship between role conflicts and burnout in predicted directions. However, none of these job resources did interact with workoverload to predict burnout. Secondly; as the main contribution of this research, work engagement and workaholism were positive and significantly related. Furthermore, workaholism mediated the relationship between work engagement and burnout in predicted direction. Thirdly; burnout was found to be related to workplace deviance, work-family conflicts, and creative behaviour. Workaholism was positively correlated with work-family conflicts, creative behaviour and job performance in line with theory and past research. In addition, work engagement was positively correlated with creative behaviour and job performance
Practically, the current study identified job demands (role conflicts and workoverload) and job resources (OBSE and supervisor support) as main job factors relevant to the context in which the study was conducted. In addition of burnout and work engagement, the current study has introduced the construct of workaholism in JD-R model to enhance predictive power of job outcomes for individual employees and for organizations at large. Managers may capitalize on the job resources (OBSE and SS) as an intervention to reduce burnout, work-family conflicts, and deviance behaviour while increasing job performance and creative innovative behaviour. HR managers aiming to activate employees for innovation should focus on structural changes in job content by providing supervisor support and instilling in a sense of organizational based self-esteem to foster engagement and prevent burnout.
When interpreting the results of this research some limitations must be taken into considerations. One of the limitations of this study is the use of few job demands (role conflicts and workoverload) and job resources (OBSE and supervisor support) in our questionnaire. To test full potential of JD-R model future research may incorporate more job characteristics in order to verify the proposed JD-R model. The current study used single method to measure all the constructs which may inflate the associations among variables. Although we assured that single method bias does not affect our findings by testing reliability of our items and validity, future study may combine self-report and other methods to verify these findings.
주제어
#JD-R model workaholim work engagament burnout creative behaviour
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