How job demands, resources, and burnout predict objective performance: A constructive replication
How job demands, resources, and burnout predict objective performance: A constructive replication
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DOI：
10.1080/10615800801958637
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发表时间：
2008-01-01
影响因子：
3.7
通讯作者：
Van Riet, Pim
中科院分区：
文献类型：
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作者：
Bakker, Arnold B.;Van Emmerik, Hetty;Van Riet, Pim
本研究使用工作需求-资源模型（Bakker Demerectile，2007）来检验工作特征和职业倦怠（耗竭和玩世不恭）如何有助于解释客观团队绩效的差异。该模型的一个核心假设是，工作特征引起两个不同的心理过程。在第一个过程中，工作要求导致持续的心理负担过重，并在长期内耗尽。在第二个过程中，缺乏工作资源阻碍了实际目标的实现，导致愤世嫉俗。在本研究中，这两个过程被用来预测客观的团队绩效。本研究以某临时职业介绍所176名员工为研究对象，采用问卷调查的方法，对工作特征和职业倦怠进行了研究。这些自我报告与公司管理信息系统中关于调查问卷数据收集期后3个月内团队（N=71）目标销售业绩（实际销售额除以既定目标）的信息相关联。结构方程模型分析的结果并不支持这一假设，即耗竭中介工作要求和绩效之间的关系，但证实了玩世不恭中介工作资源和绩效之间的关系，这表明工作条件的影响，特别是通过态度的组成部分倦怠的绩效。
The present study uses the Job Demands-Resources model (Bakker Demerouti, 2007) to examine how job characteristics and burnout (exhaustion and cynicism) contribute to explaining variance in objective team performance. A central assumption in the model is that working characteristics evoke two psychologically different processes. In the first process, job demands lead to constant psychological overtaxing and in the long run to exhaustion. In the second process, a lack of job resources precludes actual goal accomplishment, leading to cynicism. In the present study these two processes were used to predict objective team performance. A total of 176 employees from a temporary employment agency completed questionnaires on job characteristics and burnout. These self-reports were linked to information from the company's management information system about teams' (N=71) objective sales performance (actual sales divided by the stated objectives) during the 3 months after the questionnaire data collection period. The results of structural equation modeling analyses did not support the hypothesis that exhaustion mediates the relationship between job demands and performance, but confirmed that cynicism mediates the relationship between job resources and performance suggesting that work conditions influence performance particularly through the attitudinal component of burnout.