Making Sense of Work Life: A Structural Model of Burnout

Authors

  • Michael P. Leiter,

    Corresponding author
    1. Centre for Organizational Research and Development
      Acadia University
      Wolfville, Canada
      Michael P. Leiter, Centre for Organizational Research and Development, Acadia University, Wolfville, NS, Canada B4P 2J2. E-mail: michael.leiter@acadiau.ca
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  • Santiago Gascón,

    1. School of Occupational Medicine
      University of Zaragoza
      Zaragoza, Spain
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  • Begoña Martínez-Jarreta

    1. School of Occupational Medicine
      University of Zaragoza
      Zaragoza, Spain
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Michael P. Leiter, Centre for Organizational Research and Development, Acadia University, Wolfville, NS, Canada B4P 2J2. E-mail: michael.leiter@acadiau.ca

Abstract

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.

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