Making Sense of Work Life: A Structural Model of Burnout
Article first published online: 14 JAN 2010
© 2010 Copyright the Authors. Journal compilation © 2010 Wiley Periodicals, Inc.
Journal of Applied Social Psychology
Volume 40, Issue 1, pages 57–75, January 2010
How to Cite
Leiter, M. P., Gascón, S. and Martínez-Jarreta, B. (2010), Making Sense of Work Life: A Structural Model of Burnout. Journal of Applied Social Psychology, 40: 57–75. doi: 10.1111/j.1559-1816.2009.00563.x
- Issue published online: 14 JAN 2010
- Article first published online: 14 JAN 2010
Hospital-based nurses (N = 832) and doctors (N = 603) in northern and eastern Spain completed a survey of job burnout, areas of work life, and management issues. Analysis of the results provides support for a mediation model of burnout that depicts employees' energy, involvement, and efficacy as intermediary experiences between their experiences of work life and their evaluations of organizational change. The key element of this model is its focus on employees' capacity to influence their work environments toward greater conformity with their core values. The model considers 3 aspects of that capacity: decision-making participation, organizational justice, and supervisory relationships. The analysis supports this model and emphasizes a central role for first-line supervisors in employees' experiences of work life.