1Department of Psychology – Southern New Hampshire University
Psych 540 – Cognitive Processes
Milestone Two – Annotated Bibliography
2
There are almost 60% of people working in the world. Occupational safety and health are
workers’ rights (World Employment & Social Outlook, 2022). Healthy and safe working
conditions are fundamental rights and minimize workplace tensions and conflicts. They also
enhance staff retention, productivity, and work performance. As a result, if people with mental
health conditions lack effective structures and support at work, they can have difficulty enjoying
and doing their jobs well; they might be less likely to attend appointments and even find a
job. Burnout is a complex issue resulting from chronic workplace stress. As a workplace leader
for nearly 20 years and human resources for 15, burnout, decision-making, and mental health
effects is essential to research. According to Rogelberg (2016, p.xliii as cited in Troth & Gues,
2020), industrial-organizational psychology in the workplace is “to better understand and
optimize the effectiveness, health, and well-being of both individuals and organizations.” A
positive correlation exists between burnout and low self-determination motivation (Cresswell &
Eklund, 2005). Psychological concerns include the links between burnout and work exhaustion.
These issues include HRM, absenteeism, decision-making, and attempts to redefine burnout
exhaustion. Interventions for treating and preventing burnout also need to be improved. Burnout
remains a contemporary issue due to persistent environmental stressors and organizational
challenges
What decision-making strategies might be introduced to leaders that would help them reduce
burnout in those they supervise?
Article one:
3
Hombrados-Mendieta, I., & Cosano-Rivas, F. (2013). Burnout, workplace support, job
satisfaction, and life satisfaction among social workers in Spain: A structural equation
model. International Social Work, 56(2), 228–246.
Abstract This article analyses the effects of burnout in a sample of social workers from Malaga,
Spain. The results obtained with the structural equations model confirm that burnout has a
negative influence on workplace support, job satisfaction, and life satisfaction and that
workplace support has a positive influence on job satisfaction. Workplace support acts as
mediator variable between burnout and job satisfaction and buffers the negative effects of
burnout on job satisfaction and life satisfaction among social workers.
Article one, Burnout, workplace support, job satisfaction and life satisfaction among social
workers in Spain by Hombrados and Cosano (2010), examines burnout, workplace support, job
satisfaction, and life satisfaction aligning with the research questions and hypothesis.
Consequently, burnout directly impacts workplace dissatisfaction and negatively impacts the
quality of life outside work (Hombrados & Casano, 2010). The authors describe burnout as
emotional exhaustion, depersonalization, and low accomplishment. Professionals in human
services often experience burnout due to occupational stress (Hombrados & Casano, 2010). This
article aligns with the research question and hypothesis regarding burnout, decision-making, and
its causes. This study analyzed burnout, job satisfaction, and workplace support (Hombrados &
Casano, 2019).
Additionally, burnout can be triggered by a lack of support from colleagues and
supervisors and the organization’s management and administration concerning decision-making
(Hombrados & Casano, 2019). Differently, Schaufeli et al. (2009) measured burnout by job
4
demands and resources; increases in job demands and decreases in job resources predict future
burnout after controlling for baseline burnout. Limitations include self-reported information
where the researcher relies upon reported truthful information, which is not guaranteed. It would
be of interest to replicate these results in other countries in order to get a better understanding of
social workers’ job behavior.
Additionally, because the study used a cross-sectional design, it should be noted to be
careful when inferring causal effects from the data. To determine the best method for
organizations, these psychological symptoms of burnout must be taken seriously and critically
analyzed to understand the best methodology for organizations (Hombrados & Casano, 2019).
Article two:
Kaluza, A. J., Schuh, S. C., Kern, M., Xin, K., & Dick, R. (2020). How do leaders’ perceptions of
organizational health climate shape employee exhaustion and engagement? Toward a cascading‐
effects model. Human Resource Management, 59(4), 359–377. https://doiorg.ezproxy.snhu.edu/10.1002/hrm.22000
Abstract: Although researchers and practitioners increasingly focus on health promotion in
organizations, research has been mainly fragmented and fails to integrate different organizational
levels in terms of their effects on employee health. Drawing on organizational climate and social
identity research, we present a cascading model of organizational health climate and demonstrate
how and when leaders’ perceptions of organizational health climate are linked to employee wellbeing. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291
employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders’ perceptions of
5
organizational health climate were positively related to their health mindsets (i.e., their health
awareness). These, in turn, were positively associated with their well-being. Additionally, in
Study 1, the relationship between perceived organizational health climate and leaders’ health
mindsets was moderated by their organizational identification. High leader identification
strengthened the relationship between perceived organizational health climate and leaders’ health
mindsets. These findings have important implications for theory and practice as they show how
the dynamics of an organizational health climate can unfold in organizations and how it is related
to employee well-being via the novel concept of health-promoting leadership.
In article three, how leaders’ perceptions of organizational health climate shape employee
exhaustion and engagement, Kaluza (2020) examines an organizational culture through decisionmaking that promotes health-promoting behaviors, ultimately resulting in a happier and healthier
workforce. This article supports the research and hypothesis because they examine decisionmaking concerning job demands (and subsequent burnout) and job resources (and subsequent
engagement). Kaluza (2020) discusses health and well-being in the workplace, prioritizing
employee well-being, making decisions, and fostering healthy work conditions. Results also
showed that “leaders’ perceptions of organizational health climate were positively related to their
healthier mindsets,” which could help with burnout (Kaluza et al., 2020, p.373). In this study, the
overall moderated mediation model was tested simultaneously to avoid erroneous results from
testing each effect separately. The key factors included variables at the individual level, such as
task, time pressure, and leader behavior (Kaluza et al., 2020). Schaufeli et al. (2009) utilized the
study variables’ demands, resources, burnout, and engagement into a model fitted to the data that
defined correlations between observed and unobserved variables. Future research and limitations
may benefit from examining the sub-dimensions and their interrelationships. The cross-sectional
6
design precludes them from testing causal dynamics, and the implied causality may be tested
with time-lag panel studies (Kaluza, 2020). This is important because the questions could be
intentionally framed at a general level so that the authors could address them from their diverse
perspectives.
Article three:
Maslach, C. (2003). Job Burnout: New Directions in Research and Intervention. Current
Directions in Psychological Science, 12(5), 189–192. https://search-ebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=edsjsr&AN=edsjsr.20182874&site=edslive&scope=site.
Abstract Job burnout is a prolonged response to chronic emotional and interpersonal stressors on
the job and is defined here by the three dimensions of exhaustion, cynicism, and sense of
inefficacy. Its presence as a social problem in many human services professions was the impetus
for the research that is now taking place in many countries. That research has established the
complexity of the problem and has examined the individual stress experience within a larger
social and organizational context of people’s response to their work. The framework, which
focuses attention on the interpersonal dynamics between the worker and other people in the
workplace, has yielded new insights into the sources of stress, but effective interventions have
yet to be developed and evaluated.
Article four, Job Burnout: New Directions in Research and Intervention, will also help to
answer the research question; psychologists will need to continue to conduct research to identify
the missing factors that are still unresolved, such as the diagnosis of burnout, objective measures,
7
and the development of burnout over time (Maslach, 2013). The research in these articles
presented a phenomenon that psychologists observed in particular settings, suffering from workrelated stress and working environments that triggered anxious reactions, exhaustion, and fatigue
(Kaluza, 2020; Maslach et al., 2001; Schaufeli et al., 2009). Limitations are the small sample size
and burnout research has contributed little to the current understanding of stress and health but
has provided insight into stress and various job factors. In all six articles, the analysis and
findings show that most studies focus on the causes and associated factors of burnout, prevalence
rates, proactive methods, and intervention and prevention programs. However, many studies do
not analyze the practicality of the concept in a clinical context and society at large – which
would be supportive research to understand the bigger picture.
Article four:
SCHAUFELI, W. B., BAKKER, A. B., & VAN RHENEN, W. (2009). How changes in job
demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of
Organizational Behavior, 30(7),893–
917. https://searchebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=edsjsr&AN=edsj
sr.41683873&site=eds-live&scope=site.
Abstract: The present longitudinal survey among 201 telecom managers supports the Job
Demands Resources (JD-R) model that postulates a health impairment process and a
motivational process. As hypothesized, results of structural equation modeling analyses revealed
that: (1) increases in job demands (i.e., overload, emotional demands, and work-home
interference) and decreases in job resources (i.e., social support, autonomy, opportunities to
learn, and feedback) predict burnout, (2) increases in job resources predict work engagement,
8
and (3) burnout (positively) and engagement (negatively) predict registered sickness duration
(“involuntary” absence) and frequency (“involuntary” absence), respectively. Finally, consistent
with predictions, results suggest a positive gain spiral: initial work engagement predicts an
increase in job resources, which, in its turn, further increases work engagement.
The question and research are significant to the research question and hypothesis in
article six, how changes in job demands and resources predict burnout, work engagement, and
sickness absenteeism. Specifically, burnout is regarded as an occupational syndrome combining
emotional exhaustion, depersonalization, and a sense of diminished personal accomplishment
(Schaufeli et al., 2009). There is evidence, for instance, decisions that increase job demands and
decrease job resources can give rise to unmanageable difficulties at work and predict burnout
(Schaufeli et al., 2009). Similarly, burnout results from chronic stress, and those working
environments can often trigger anxious reactions (Maslach, 2013). For limitations and future
research, a three-wave longitudinal design is necessary when examining lagged mediation effects
(for example, high job demands cause burnout and absence duration).
Furthermore, other objective outcomes, such as performance metrics and career
perspectives, should also be considered (Schaufeli et al., 2009). The current study may have
another limitation due to the low percentage of variance explained by absence frequency (3%)
and absence duration (7%). Additionally, sickness duration and frequency could be reduced by
implementing different strategies. According to their findings, the former — “involuntary”
absence — represents job strain related to the straining process, while the latter — low “voluntary”
absence — signifies employee motivation (Schaufeli et al., 2009).
9
References
Cresswell, S. L., & Eklund, R. C. (2005). Changes in athlete burnout and motivation over a
12-week league tournament. Medicine & Science in Sports & Exercise, 37(11),
1957–1966. https://doiorg.ezproxy.snhu.edu/10.1249/01.mss.0000176304.14675.32
Hombrados-Mendieta, I., & Cosano-Rivas, F. (2013). Burnout, Workplace Support, Job
Satisfaction and Life Satisfaction among Social Workers in Spain: A Structural
Equation Model. International Social Work, 56(2), 228–246.
10
Kaluza, A. J., Schuh, S. C., Kern, M., Xin, K., & Dick, R. (2020). How do leaders’
perceptions of organizational health climate shape employee exhaustion and
engagement? Toward a cascading‐effects model. Human Resource
Management, 59(4), 359–377. https://doi-org.ezproxy.snhu.edu/10.1002/hrm.22000
Maslach, C. (2003). Job Burnout: New directions in research and intervention. Current
Directions in Psychological Science, 12(5), 189–192. https://search-ebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=edsjsr&AN=edsjsr.20182874&s
ite=eds-live&scope=site.
Rogelberg, S. G. (2007). Encyclopedia of industrial and organizational psychology.
[electronic resource]. SAGE, from https://search-ebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=cat04477a&AN=snhu.b139142
4&site=eds-live&scope=site
SCHAUFELI, W. B., BAKKER, A. B., & VAN RHENEN, W. (2009). How changes in
job demands and resources predict burnout, work engagement, and sickness
absenteeism. Journal of Organizational Behavior, 30(7), 893–917.
World employment and social outlook – Trends 2022. Geneva: International Labour
Organization; 2022 (https://www.ilo.org/global/research/globalreports/weso/trends2022/WCMS_834081/lang–en/index.htm, accessed 26 August
2022)
11
PSY 540 Milestone Three Guidelines and Rubric: Rough Draft
Overview
For your rough draft, you will submit a complete proposal that includes all the required elements of the final proposal and incorporates any relevant instructor
feedback you received on Milestones One and Two. In your rough draft, be sure to address all the following critical elements:
I.
Problem Statement
a) Describe the contemporary problem that is the focus of your proposal with full details with respect to your selected applied setting. Here,
consider how new developments or changes in your applied setting are creating new cognition-related challenges. For instance, you might note
that increased use of online education is presenting new challenges to students with ADHD.
b) Identify your selected area of cognitive psychology (attention, learning, memory, language, or decision making) and appropriate foundational
theories that apply to your selected problem. What are the foundational aspects of these theories, and how do they relate to your selected
problem? Carrying through with the previous example, you would indicate that your area of focus is attention and identify related theories that
can shed further light on the contemporary problem of attention demands on students with ADHD.
c) Describe performance issues in your selected applied setting based on limitations of human cognitive systems. What are some of the specific
issues related to your contemporary problem, the applied setting, and the limits of the human cognitive system? Here, you will further break
down your contemporary problem and explain how the problem relates to the applied setting, what we know about cognition, and how this
impacts performance.
d) Create a research question that addresses potential improvements to practices in the applied setting based on the strengths of human cognitive
systems. Remember that your research question should address your contemporary problem. For instance, in keeping with the previous
example, you might ask, “How can changes to online learning platforms better support increased attention to course materials for students with
ADHD?”
II.
Contemporary Relevance
a) Evaluate the utility of the theories you identified when describing your problem with respect to their strengths and limitations. Here, revisit the
theories you noted in critical element I, part b. How do the theories you identified further explain the problems and performance issues you
identified? What are the strengths and limitations of each theory in helping to understand your identified problem?
b) Which particular theory offers the greatest utility for practitioners to apply in addressing real-world issues specific to the contemporary problem
you selected? Defend your selection.
III.
Interpretation of Research Findings: Explain how each primary or secondary resource you selected supports your research question. This is where you
will apply sound methodological principles (by following the prompts below, a–b) to qualify the research results and statistical findings.
a) How do the research results and statistical findings apply to your research question and your proposed improvements?
b) Explain the strengths and limitations of the research results and findings in supporting the research question. This is where you will explain how
the research results and findings you have reviewed support your research question and identify specific gaps in the research. In other words, in
reviewing your sources, is there sufficient support for this research question? This is also where you will identify what research does not yet exist
that is necessary in supporting the application of your research question.
IV.
Methodological Principles: This is where you will look at your research question (critical element I, part d) and determine what types of strategies or
techniques you would use if you were to hypothesize improving upon the problem in your selected applied setting. Here, you might propose an
experiment, a new program or initiative, or adoption of new tools/technologies. Remember, you are not limited to a controlled experiment.
a) What socially responsible strategies and techniques could be used for improving upon human cognitive processes specific to your applied
setting? Here, consider how you could implement your proposed solution in a way that does not further aggravate the problem or put
participating parties at risk of new problems or performance issues.
b) What are the implications for using these strategies and techniques? Consider, who and what about the applied setting would be impacted by
this proposed solution? What would change, and how might these changes be received?
V.
Conclusion
a) What potential future direction do you see from implementation of your research specific to addressing the contemporary problem you cited in
critical element I, part a? Here, consider how implementation of your proposed solution or improvement can add to the existing body of
research on your topic. How might your proposed improvements and any follow-up research prove interesting to other applied settings?
Rubric
Please note that the grading rubric for the rough draft submission is not identical to that of the final project. The Final Project Rubric will include an additional
“Exemplary” category that provides guidance as to how you can go above and beyond “Proficient” in your final submission.
Guidelines for Submission: Your rough draft should be double spaced, 12-point Times New Roman font, with one-inch margins and APA citations. Your draft
proposal should be a minimum of six pages, not including cover page and references, and use preapproved resources. (The submission should include a variety
of research and findings from at least three of the provided publications. Review the Final Project Document to access the list of approved publications provided
for you.)
Critical Elements
Problem Statement:
Contemporary Problem
Problem Statement:
Selected Area
Problem Statement:
Performance Issues and
Limitations
Proficient 100%
Describes a contemporary problem in
full detail with respect to the applied
setting
Explains aspects of foundational
theories, fully connecting them to
selected problem
Identifies performance issues in the
selected fields (education, law,
mental health, or technology),
demonstrating clear connection to
the limitations of human cognitive
systems
Needs Improvement 80%
Describes the contemporary problem,
but with gaps in detail with respect to
the applied setting
Explains aspects of foundational
theories, but with gaps in connecting
them to selected problem
Identifies performance issues in the
selected applied setting (education,
law, mental health, or technology),
but connections to the limitations of
human cognitive systems are unclear
Not Evident 0%
Does not describe a contemporary
problem in any detail with respect to
the applied setting
Does not explain aspects of
foundational theories
Value
9
Does not identify performance issues
in the selected applied setting
(education, law, mental health, or
technology)
9
9
Problem Statement:
Potential Improvements
Contemporary Relevance:
Utility Of Theories
Contemporary Relevance:
Apply
Interpretation of Research:
Question
Interpretation of Research:
Support
Methodological Principles:
Strategies and Techniques
Methodological Principles:
Implications
Creates research question that
addresses potential improvements to
practices in the applied setting based
on the strengths of human cognitive
systems
Evaluate the utility of the
foundational theories for
practitioners with respect to their
strengths and limitations
Selects theory and defends with
explanation on how particular theory
offers the greatest utility for
practitioners to apply specific to
contemporary problem selected
Explains the research and research
findings with regard to how they
apply to proposed improvements
Explains the strengths and limitations
of the research results and findings in
supporting the research question
Recommends appropriate, socially
responsible strategies and techniques
for improving human cognitive
processes that are applicable to
applied setting
Explains implications of the strategies
and techniques in full detail with
respect to the applied setting
Conclusion
Explains potential future direction
from implementation of research
specific to addressing the
contemporary problem(s)
Articulation of Response
Submission has no major errors
related to citations, grammar,
spelling, syntax, or organization
Research question addresses
potential improvements to practices
in the applied setting, but
connections to the strengths of
human cognitive systems are unclear
Evaluates the utility of the
foundational theories for
practitioners, but with gaps in
addressing their strengths or
limitations
Selects theory but is unclear on how
selection offers the greatest utility for
practitioners to apply in addressing
real-world issues specific to
contemporary problem selected
Explains the research and research
findings, but does not connect to
proposed improvements
Explains the research results and
findings, but does not address
strengths or limitations
Recommends appropriate strategies
and techniques for improving human
cognitive processes, but with gaps in
applicability to proposal
Explains implications of the strategies
and techniques, but with gaps in
detail with respect to the applied
setting
Explains potential future direction
from implementation of research, but
with gaps in how it is specific to
addressing the contemporary
problem(s)
Submission has major errors related
to citations, grammar, spelling,
syntax, or organization that negatively
Does not create research question
that addresses potential
improvements to practices in the
applied setting
9
Does not evaluate the utility of the
foundational theories
9
Does not select particular theory for
practitioners to apply in addressing
real-world issues
9
Does not explain how the research
and research findings apply to
proposed improvements
Does not explain the strengths and
limitations of the research results and
findings in supporting the research
question
Does not make appropriate, socially
responsible recommendations for
strategies and techniques for
improving human cognitive processes
9
Does not explain implications of the
strategies and techniques with
respect to the applied setting
9
Does not explain potential future
direction from implementation of
research study
5
Submission has critical errors related
to citations, grammar, spelling,
syntax, or organization that prevent
understanding of ideas
5
9
9
impact readability and articulation of
main ideas
Earned Total
100%
1
Department of Psychology – Southern New Hampshire University
Psych 540 – Cognitive Processes
Milestone Two – Annotated Bibliography
2
There are almost 60% of people working in the world. Occupational safety and health are
workers’ rights (World Employment & Social Outlook, 2022). Healthy and safe working
conditions are fundamental rights and minimize workplace tensions and conflicts. They also
enhance staff retention, productivity, and work performance. As a result, if people with mental
health conditions lack effective structures and support at work, they can have difficulty enjoying
and doing their jobs well; they might be less likely to attend appointments and even find a
job. Burnout is a complex issue resulting from chronic workplace stress. As a workplace leader
for nearly 20 years and human resources for 15, burnout, decision-making, and mental health
effects is essential to research. According to Rogelberg (2016, p.xliii as cited in Troth & Gues,
2020), industrial-organizational psychology in the workplace is “to better understand and
optimize the effectiveness, health, and well-being of both individuals and organizations.” A
positive correlation exists between burnout and low self-determination motivation (Cresswell &
Eklund, 2005). Psychological concerns include the links between burnout and work exhaustion.
These issues include HRM, absenteeism, decision-making, and attempts to redefine burnout
exhaustion. Interventions for treating and preventing burnout also need to be improved. Burnout
remains a contemporary issue due to persistent environmental stressors and organizational
challenges
What decision-making strategies might be introduced to leaders that would help them reduce
burnout in those they supervise?
Article one:
3
Hombrados-Mendieta, I., & Cosano-Rivas, F. (2013). Burnout, workplace support, job
satisfaction, and life satisfaction among social workers in Spain: A structural equation
model. International Social Work, 56(2), 228–246.
Abstract This article analyses the effects of burnout in a sample of social workers from Malaga,
Spain. The results obtained with the structural equations model confirm that burnout has a
negative influence on workplace support, job satisfaction, and life satisfaction and that
workplace support has a positive influence on job satisfaction. Workplace support acts as
mediator variable between burnout and job satisfaction and buffers the negative effects of
burnout on job satisfaction and life satisfaction among social workers.
Article one, Burnout, workplace support, job satisfaction and life satisfaction among social
workers in Spain by Hombrados and Cosano (2010), examines burnout, workplace support, job
satisfaction, and life satisfaction aligning with the research questions and hypothesis.
Consequently, burnout directly impacts workplace dissatisfaction and negatively impacts the
quality of life outside work (Hombrados & Casano, 2010). The authors describe burnout as
emotional exhaustion, depersonalization, and low accomplishment. Professionals in human
services often experience burnout due to occupational stress (Hombrados & Casano, 2010). This
article aligns with the research question and hypothesis regarding burnout, decision-making, and
its causes. This study analyzed burnout, job satisfaction, and workplace support (Hombrados &
Casano, 2019).
Additionally, burnout can be triggered by a lack of support from colleagues and
supervisors and the organization’s management and administration concerning decision-making
(Hombrados & Casano, 2019). Differently, Schaufeli et al. (2009) measured burnout by job
4
demands and resources; increases in job demands and decreases in job resources predict future
burnout after controlling for baseline burnout. Limitations include self-reported information
where the researcher relies upon reported truthful information, which is not guaranteed. It would
be of interest to replicate these results in other countries in order to get a better understanding of
social workers’ job behavior.
Additionally, because the study used a cross-sectional design, it should be noted to be
careful when inferring causal effects from the data. To determine the best method for
organizations, these psychological symptoms of burnout must be taken seriously and critically
analyzed to understand the best methodology for organizations (Hombrados & Casano, 2019).
Article two:
Kaluza, A. J., Schuh, S. C., Kern, M., Xin, K., & Dick, R. (2020). How do leaders’ perceptions of
organizational health climate shape employee exhaustion and engagement? Toward a cascading‐
effects model. Human Resource Management, 59(4), 359–377. https://doiorg.ezproxy.snhu.edu/10.1002/hrm.22000
Abstract: Although researchers and practitioners increasingly focus on health promotion in
organizations, research has been mainly fragmented and fails to integrate different organizational
levels in terms of their effects on employee health. Drawing on organizational climate and social
identity research, we present a cascading model of organizational health climate and demonstrate
how and when leaders’ perceptions of organizational health climate are linked to employee wellbeing. We tested our model in two multisource studies (NStudy 1 = 65 leaders and 291
employees; NStudy 2 = 401 leader–employee dyads). Results showed that leaders’ perceptions of
5
organizational health climate were positively related to their health mindsets (i.e., their health
awareness). These, in turn, were positively associated with their well-being. Additionally, in
Study 1, the relationship between perceived organizational health climate and leaders’ health
mindsets was moderated by their organizational identification. High leader identification
strengthened the relationship between perceived organizational health climate and leaders’ health
mindsets. These findings have important implications for theory and practice as they show how
the dynamics of an organizational health climate can unfold in organizations and how it is related
to employee well-being via the novel concept of health-promoting leadership.
In article three, how leaders’ perceptions of organizational health climate shape employee
exhaustion and engagement, Kaluza (2020) examines an organizational culture through decisionmaking that promotes health-promoting behaviors, ultimately resulting in a happier and healthier
workforce. This article supports the research and hypothesis because they examine decisionmaking concerning job demands (and subsequent burnout) and job resources (and subsequent
engagement). Kaluza (2020) discusses health and well-being in the workplace, prioritizing
employee well-being, making decisions, and fostering healthy work conditions. Results also
showed that “leaders’ perceptions of organizational health climate were positively related to their
healthier mindsets,” which could help with burnout (Kaluza et al., 2020, p.373). In this study, the
overall moderated mediation model was tested simultaneously to avoid erroneous results from
testing each effect separately. The key factors included variables at the individual level, such as
task, time pressure, and leader behavior (Kaluza et al., 2020). Schaufeli et al. (2009) utilized the
study variables’ demands, resources, burnout, and engagement into a model fitted to the data that
defined correlations between observed and unobserved variables. Future research and limitations
may benefit from examining the sub-dimensions and their interrelationships. The cross-sectional
6
design precludes them from testing causal dynamics, and the implied causality may be tested
with time-lag panel studies (Kaluza, 2020). This is important because the questions could be
intentionally framed at a general level so that the authors could address them from their diverse
perspectives.
Article three:
Maslach, C. (2003). Job Burnout: New Directions in Research and Intervention. Current
Directions in Psychological Science, 12(5), 189–192. https://search-ebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=edsjsr&AN=edsjsr.20182874&site=edslive&scope=site.
Abstract Job burnout is a prolonged response to chronic emotional and interpersonal stressors on
the job and is defined here by the three dimensions of exhaustion, cynicism, and sense of
inefficacy. Its presence as a social problem in many human services professions was the impetus
for the research that is now taking place in many countries. That research has established the
complexity of the problem and has examined the individual stress experience within a larger
social and organizational context of people’s response to their work. The framework, which
focuses attention on the interpersonal dynamics between the worker and other people in the
workplace, has yielded new insights into the sources of stress, but effective interventions have
yet to be developed and evaluated.
Article four, Job Burnout: New Directions in Research and Intervention, will also help to
answer the research question; psychologists will need to continue to conduct research to identify
the missing factors that are still unresolved, such as the diagnosis of burnout, objective measures,
7
and the development of burnout over time (Maslach, 2013). The research in these articles
presented a phenomenon that psychologists observed in particular settings, suffering from workrelated stress and working environments that triggered anxious reactions, exhaustion, and fatigue
(Kaluza, 2020; Maslach et al., 2001; Schaufeli et al., 2009). Limitations are the small sample size
and burnout research has contributed little to the current understanding of stress and health but
has provided insight into stress and various job factors. In all six articles, the analysis and
findings show that most studies focus on the causes and associated factors of burnout, prevalence
rates, proactive methods, and intervention and prevention programs. However, many studies do
not analyze the practicality of the concept in a clinical context and society at large – which
would be supportive research to understand the bigger picture.
Article four:
SCHAUFELI, W. B., BAKKER, A. B., & VAN RHENEN, W. (2009). How changes in job
demands and resources predict burnout, work engagement, and sickness absenteeism. Journal of
Organizational Behavior, 30(7),893–
917. https://searchebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=edsjsr&AN=edsj
sr.41683873&site=eds-live&scope=site.
Abstract: The present longitudinal survey among 201 telecom managers supports the Job
Demands Resources (JD-R) model that postulates a health impairment process and a
motivational process. As hypothesized, results of structural equation modeling analyses revealed
that: (1) increases in job demands (i.e., overload, emotional demands, and work-home
interference) and decreases in job resources (i.e., social support, autonomy, opportunities to
learn, and feedback) predict burnout, (2) increases in job resources predict work engagement,
8
and (3) burnout (positively) and engagement (negatively) predict registered sickness duration
(“involuntary” absence) and frequency (“involuntary” absence), respectively. Finally, consistent
with predictions, results suggest a positive gain spiral: initial work engagement predicts an
increase in job resources, which, in its turn, further increases work engagement.
The question and research are significant to the research question and hypothesis in
article six, how changes in job demands and resources predict burnout, work engagement, and
sickness absenteeism. Specifically, burnout is regarded as an occupational syndrome combining
emotional exhaustion, depersonalization, and a sense of diminished personal accomplishment
(Schaufeli et al., 2009). There is evidence, for instance, decisions that increase job demands and
decrease job resources can give rise to unmanageable difficulties at work and predict burnout
(Schaufeli et al., 2009). Similarly, burnout results from chronic stress, and those working
environments can often trigger anxious reactions (Maslach, 2013). For limitations and future
research, a three-wave longitudinal design is necessary when examining lagged mediation effects
(for example, high job demands cause burnout and absence duration).
Furthermore, other objective outcomes, such as performance metrics and career
perspectives, should also be considered (Schaufeli et al., 2009). The current study may have
another limitation due to the low percentage of variance explained by absence frequency (3%)
and absence duration (7%). Additionally, sickness duration and frequency could be reduced by
implementing different strategies. According to their findings, the former — “involuntary”
absence — represents job strain related to the straining process, while the latter — low “voluntary”
absence — signifies employee motivation (Schaufeli et al., 2009).
9
References
Cresswell, S. L., & Eklund, R. C. (2005). Changes in athlete burnout and motivation over a
12-week league tournament. Medicine & Science in Sports & Exercise, 37(11),
1957–1966. https://doiorg.ezproxy.snhu.edu/10.1249/01.mss.0000176304.14675.32
Hombrados-Mendieta, I., & Cosano-Rivas, F. (2013). Burnout, Workplace Support, Job
Satisfaction and Life Satisfaction among Social Workers in Spain: A Structural
Equation Model. International Social Work, 56(2), 228–246.
10
Kaluza, A. J., Schuh, S. C., Kern, M., Xin, K., & Dick, R. (2020). How do leaders’
perceptions of organizational health climate shape employee exhaustion and
engagement? Toward a cascading‐effects model. Human Resource
Management, 59(4), 359–377. https://doi-org.ezproxy.snhu.edu/10.1002/hrm.22000
Maslach, C. (2003). Job Burnout: New directions in research and intervention. Current
Directions in Psychological Science, 12(5), 189–192. https://search-ebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=edsjsr&AN=edsjsr.20182874&s
ite=eds-live&scope=site.
Rogelberg, S. G. (2007). Encyclopedia of industrial and organizational psychology.
[electronic resource]. SAGE, from https://search-ebscohostcom.ezproxy.snhu.edu/login.aspx?direct=true&db=cat04477a&AN=snhu.b139142
4&site=eds-live&scope=site
SCHAUFELI, W. B., BAKKER, A. B., & VAN RHENEN, W. (2009). How changes in
job demands and resources predict burnout, work engagement, and sickness
absenteeism. Journal of Organizational Behavior, 30(7), 893–917.
World employment and social outlook – Trends 2022. Geneva: International Labour
Organization; 2022 (https://www.ilo.org/global/research/globalreports/weso/trends2022/WCMS_834081/lang–en/index.htm, accessed 26 August
2022)
11
Order an Essay Now & Get These Features For Free:
Turnitin Report
Formatting
Title Page
Citation
Outline
