The relationship of emotional exhaustion to work attitudes, job performance, and organizational citizenship behaviors.

The authors investigated the negative consequences of emotional exhaustion for individual employees and their employers. On the basis of social exchange theory, the authors proposed that emotional exhaustion would predict job performance, 2 classes of organizational citizenship behavior, and turnover intentions. In addition, the authors posited that the relationship between emotional exhaustion and effective work behaviors would be mediated by organizational commitment. With only a few exceptions, the results of 2 field studies supported the authors' expectations. In addition, emotional exhaustion exerted an independent effect on these criterion variables beyond the impact of age, gender, and ethnicity. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and citizenship behavior: The mediating role of job satisfaction.

[Correction Notice: An erratum for this article was reported in Vol 95(2) of Journal of Applied Psychology (see record 2010-04488-016). The path coefficients presented in the figures are slight overestimates. For example, in Figure 1 (p. 952), the paths from Agreeableness and Conscientiousness to Job Satisfaction should be .11 and .23 instead of .12 and .28, the direct effects from Agreeableness and Conscientiousness to Citizenship Behavior should be .10 and .16 instead of .11 and .18, and the paths from Job Satisfaction to Citizenship Behavior should be .28 (.22) instead of .34 (.26). The statistical significance of the path coefficients is correct, and so are the substantive conclusions based on the better fit of the partially mediated models relative to the fully mediated models. Also, the meta-analytic estimates presented in Table 1 (p. 949), Table 2 (p. 950), and Table 3 (p. 951) are correct.] Using meta-analytic path analysis, the authors tested several structural models linking agreeableness and conscientiousness to organizational citizenship behavior (OCB). Results showed that the 2 personality traits had both direct effects and indirect effects—through job satisfaction—on overall OCB. Meta-analytic moderator analyses that distinguished between individual- and organization-targeted citizenship behaviors (OCB-I and OCB-O) showed that agreeableness was more closely related with OCB-I and conscientiousness with OCB-O. Finally, the path analyses predicting OCB-I and OCB-O offered further support for the general hypothesis that these 2 constructs are distinct. That is, the results of these analyses revealed that agreeableness had both direct and indirect effects on OCB-I but only indirect effects on OCB-O, and that for conscientiousness the pattern of direct and indirect effects was exactly opposite (direct and indirect effects on OCB-O but only indirect effects on OCB-I). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Personality and job performance: Test of the mediating effects of motivation among sales representatives.

Research shows consistent relations between personality and job performance. In this study the authors develop and test a model of job performance that examines the mediating effects of cognitive-motivational work orientations on the relationships between personality traits and performance in a sales job (N=164). Covariance structural analyses revealed proximal motivational variables to be influential mechanisms through which distal personality traits affect job performance. Specifically, striving for status and accomplishment mediate the effects of Extraversion and Conscientiousness on ratings of sales performance. Although Agreeableness was related to striving for communion, neither Agreeableness nor communion striving was related to success in this sales job. The importance of the proposed motivational orientations model is discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The causal relation between job attitudes and performance: A meta-analysis of panel studies.

Do job attitudes cause performance, or is it the other way around? To answer this perennial question, the author conducted meta-analytic regression analyses on 16 studies that had repeatedly measured performance and job attitudes (i.e., job satisfaction or organizational commitment). The effect of job attitudes on subsequent performance, with baseline performance controlled, was weak but statistically significant (β = .06). The effect was slightly stronger for commitment than for satisfaction and depended negatively on time lag. Effects of performance on subsequent job attitudes were elusive (β = .00 across all studies), which suggests that job attitudes are more likely to influence performance than vice versa. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

"Personality and citizenship behavior: The mediating role of job satisfaction": Correction.

[Correction Notice: An erratum for this article was reported in Vol 95(3) of Journal of Applied Psychology (see record 2010-09357-015). The volume number of the original article was incorrectly identified. It should have been identified as Vol. 94.] Reports an error in "Personality and citizenship behavior: The mediating role of job satisfaction" by Remus Ilies, Ingrid Smithey Fulmer, Matthias Spitzmuller and Michael D. Johnson (Journal of Applied Psychology, 2009[Jul], Vol 94[4], 945-959). The path coefficients presented in the figures are slight overestimates. For example, in Figure 1 (p. 952), the paths from Agreeableness and Conscientiousness to Job Satisfaction should be .11 and .23 instead of .12 and .28, the direct effects from Agreeableness and Conscientiousness to Citizenship Behavior should be .10 and .16 instead of .11 and .18, and the paths from Job Satisfaction to Citizenship Behavior should be .28 (.22) instead of .34 (.26). The statistical significance of the path coefficients is correct, and so are the substantive conclusions based on the better fit of the partially mediated models relative to the fully mediated models. Also, the meta-analytic estimates presented in Table 1 (p. 949), Table 2 (p. 950), and Table 3 (p. 951) are correct. (The following abstract of the original article appeared in record 2009-10167-018.) Using meta-analytic path analysis, the authors tested several structural models linking agreeableness and conscientiousness to organizational citizenship behavior (OCB). Results showed that the 2 personality traits had both direct effects and indirect effects—through job satisfaction—on overall OCB. Meta-analytic moderator analyses that distinguished between individual- and organization-targeted citizenship behaviors (OCB-I and OCB-O) showed that agreeableness was more closely related with OCB-I and conscientiousness with OCB-O. Finally, the path analyses predicting OCB-I and OCB-O offered further support for the general hypothesis that these 2 constructs are distinct. That is, the results of these analyses revealed that agreeableness had both direct and indirect effects on OCB-I but only indirect effects on OCB-O, and that for conscientiousness the pattern of direct and indirect effects was exactly opposite (direct and indirect effects on OCB-O but only indirect effects on OCB-I). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of motivation in verbal learning and performance.

"It is the major thesis of the present paper that the question as to whether a given variable acts as a motive or reflects a motivational state can be answered only in the context of explicit assumptions concerning the particular ways in which motivational variables can be differentiated from other variables in their influence on behavior. In view of the current confusions between the concepts of motivation and habit, it would appear to be particularly desirable to distinguish between the associative and nonassociative properties of variables." 57 references. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The downside of goal-focused leadership: The role of personality in subordinate exhaustion.

Exhaustion has a significant impact on employees and organizations, and leader behavior may affect it. We applied conservation of resources theory to test propositions regarding the joint effects of goal-focused leadership (GFL) and personality on employee exhaustion. We proposed that the relationship between GFL and exhaustion depends on employees' standing on both conscientiousness and emotional stability. Specifically, we expected that high-conscientiousness subordinates experience greater compatibility with a goal-focused leader because of their predisposition to direct resources toward achievement and goal setting, resulting in lower exhaustion under such a leader than among low-conscientiousness employees. Furthermore, high emotional stability may compensate for GFL incompatibility among low-conscientiousness employees by providing additional resources to manage GFL. In contrast, employees low on both traits likely experience greater exhaustion under a goal-focused leader compared with other employees. Results revealed a 3-way interaction in 2 independent samples and were generally supportive of our predictions. GFL was associated with heightened exhaustion among individuals in the low-emotional-stability, low-conscientiousness group but not among workers having any other trait combination. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Contextualizing emotional exhaustion and positive emotional display: The signaling effects of supervisors’ emotional exhaustion and service climate.

In this study, we investigated how supervisors’ emotional exhaustion and service climate jointly influence the relationship between subordinates’ emotional exhaustion and their display of positive emotions at work. Using data from frontline sales employees and their immediate supervisors in a fashion retailer, we hypothesized and found that under the condition of a less positive service climate, subordinates’ emotional exhaustion was more negatively related to their positive emotional display when supervisors’ emotional exhaustion was higher rather than lower; this interaction effect of subordinates’ and supervisors’ emotional exhaustion was not significant in a more positive service climate. These results suggest that service climate and supervisors’ emotional exhaustion provide emotionally exhausted employees with important information cues about the possible availability of compensatory resources they need to uphold their efforts to display service-focused emotions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Core self-evaluations and job performance: The role of the perceived work environment.

Using trait activation theory as a framework, the authors examined the moderating role of two situational variables—perceptions of organizational politics and perceptions of leader effectiveness—on the relationship between core self-evaluations and job performance. Results from two samples (N = 137 and N = 226) indicate that employee perceptions of their work environment moderated the relationship between their core self-evaluations and supervisor ratings of their performance. In particular, those with higher core self-evaluations received higher performance ratings in environments perceived as favorable than in environments perceived as unfavorable. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Turnover intention and emotional exhaustion "at the top": Adapting the job demands-resources model to leaders of addiction treatment organizations.

Compared with the large literature on subordinate employees, there are few studies of emotional exhaustion and turnover intention for organizational leaders. There is little research that has extended the job demands-resources (JD-R) model of emotional exhaustion to leaders. In this study, the authors adapted the JD-R framework to analyze data collected from a sample of 410 leaders of addiction treatment organizations. The authors considered whether two job demands (performance demands and centralization) and two job resources (innovation in decision making and long-range strategic planning) were associated with emotional exhaustion and turnover intention. The authors also examined whether emotional exhaustion fully or partially mediated the associations between the job-related measures and turnover intention. The results supported the partially mediated model. Both job demands were positively associated with emotional exhaustion, and the association for long-range strategic planning was negative. Emotional exhaustion was positively associated with turnover intention. Centralization and innovation in decision making were also directly associated with turnover intention. Future research should continue to examine this theoretical framework among leaders of other types of organizations using more refined measures of demands and resources. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A moderated mediation model of the relationship between organizational citizenship behaviors and job performance.

Addressing numerous calls for future research on understanding the theoretical mechanisms that explain the relationship between organizational citizenship behaviors (OCBs) and job performance, this study focused on how an employee's relationships with coworkers mediate the relationship between his or her OCBs and his or her job performance. It also looked at how task autonomy might moderate this mediated relationship. The results of an empirical study involving 364 jewelry designers, 310 coworkers, and 284 supervisors indicated that coworker relations mediated the relationship between OCBs and job performance. In addition, task autonomy positively moderated both paths of this mediated relationship. Finally, these results hold for OCBs that are targeted at individuals but not for OCBs that are targeted toward organizations. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

Employee self-enhancement motives and job performance behaviors: Investigating the moderating effects of employee role ambiguity and managerial perceptions of employee commitment.

This study examined the effects of employee self-enhancement motives on job performance behaviors (organizational citizenship behaviors and task performance) and the value of these behaviors to them. The authors propose that employees display job performance behaviors in part to enhance their self-image, especially when their role is not clearly defined. They further argue that the effects of these behaviors on managerial reward recommendation decisions should be stronger when managers believe the employees to be more committed. The results from a sample of 84 working students indicate that role ambiguity moderated the effects of self-enhancement motives on job performance behaviors and that managerial perceptions of an employee's commitment moderated the effects of those organizational citizenship behaviors that are aimed at other individuals on managers' reward allocation decisions. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Emotional exhaustion as a predictor of job performance and voluntary turnover.

Recent research suggests that a better understanding of emotional exhaustion requires the development of new theoretical perspectives. To that end, with the conservation of resources model (COR) as the theoretical framework, the present 1-year longitudinal study was undertaken. Composed of 52 social welfare workers, this research examined the relationship of emotional exhaustion to job satisfaction, voluntary turnover, and job performance. Positive affectivity (PA) and negative affectivity (NA) were used as control variables. Whereas emotional exhaustion was unrelated to job satisfaction, it was associated with both performance and subsequent turnover. In addition, the relationship between emotional exhaustion and performance and also between emotional exhaustion and turnover remained significant above and beyond the effects of PA and NA. Future research directions and implications of the findings are introduced. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Why grades engender performance-avoidance goals: The mediating role of autonomous motivation.

Evaluation is an inescapable feature of academic life with regular grading and performance appraisals at school and at university. Although previous research has indicated that evaluation and grading in particular are likely to have a substantial impact on motivational processes, little attention has been paid to the relationship between grading and approach versus avoidance achievement goals, 2 fundamental concerns whenever evaluation is at stake. Three experiments, carried out in professional schools, revealed that expectation of a grade for a task, compared with no grade, consistently induced greater adoption of performance-avoidance, but not performance-approach, goals. Experiments 2 and 3 revealed that expectation of a grade, compared with no grade, consistently induced greater adoption of performance-avoidance goals even when grading was accompanied by a formative comment. Furthermore, Experiment 3 showed that reduced autonomous motivation measured after having completed a task for a grade versus no grade mediated the relationship between grading and adoption of performance-avoidance goals in a subsequent task. Results are discussed in the light of achievement goal and self-determination theory. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

From inequity to burnout: The role of job stress.

This research examined burnout (i.e., emotional exhaustion, depersonalization, and lack of personal accomplishment) among 2 samples of Dutch teachers as a function of inequity and experienced job stress in 3 different exchange relationships (with students, colleagues, and the school). It was hypothesized that inequity would he linked to burnout through the stress resulting from this inequity. Analysis of a cross-sectional sample (N?=?271) revealed that this was indeed the case. Findings were replicated longitudinally using an independent sample of 940 teachers. It is concluded that the often-reported effect of inequity on burnout can partly be interpreted in terms of elevated levels of job stress. Implications of the findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The role of performance antecedents and consequences in work motivation: Correction to Komaki, Collins, and Penn.

Reports an error in the original article by Judith L. Komaki, Robert L. Collins, and Pat Penn (Journal of Applied Psychology, Vol. 67, No. 3, pp. 334-340). An incorrect version of Figure 1 was printed. The correct version is provided. (The following abstract of this article originally appeared in record 1982-26864-001.) Assessed the effects of both antecedents and consequences while keeping supervisory involvement and stimulus changes constant. The safety performance of 200 employees in 4 departments of a processing plant was monitored 3 times/wk over 46 wks. A multiple baseline design was used in which the phases were introduced in steps. Following baseline, the antecedent condition was presented, in which safety rules were explained and safety meetings held, along with frequent supervisor interaction and stimulus changes. Then the performance consequence, feedback, in which a feedback graph was maintained and feedback meetings held, was added. The antecedent condition, even when bolstered by fairly extensive supervisor involvement, resulted in improvements in only 2 out of 4 departments. Only during the consequent condition did performance significantly improve in all departments over baseline and antecedent conditions. Furthermore, employees reported that they preferred obtaining information following their performance. The results confirm that performance consequences such as feedback play a critical role in work motivation and that antecedents alone may not be effective in all cases, even with fairly extensive supervisor involvement. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Effects of task performance, helping, voice, and organizational loyalty on performance appraisal ratings.

Despite the fact that several studies have investigated the relationship between organizational citizenship behavior and performance appraisal ratings, the vast majority of these studies have been cross-sectional, correlational investigations conducted in organizational settings that do not allow researchers to establish the causal nature of this relationship. To address this lack of knowledge regarding causality, the authors conducted 2 studies designed to investigate the effects of task performance, helping behavior, voice, and organizational loyalty on performance appraisal evaluations. Findings demonstrated that each of these forms of behavior has significant effects on performance evaluation decisions and suggest that additional attention should be directed at both voice and organizational loyalty as important forms of citizenship behavior aimed at the organization. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Verbal abuse from outsiders versus insiders: Comparing frequency, impact on emotional exhaustion, and the role of emotional labor.

Research on aggression from organizational outsiders (customers, clients or patients) has ignored insider-instigated aggression, and has been limited to employees in emotional labor jobs (e.g., social work and customer services). The authors argue that customer-employee interactions have distinct characteristics from organizational insider interactions, and provide two studies to compare the frequency and strain of verbal abuse from customers, supervisors and coworkers. Furthermore, they assess whether customer verbal abuse is only a critical issue for employees in jobs requiring emotional labor, measured with both O*NET job codes and self-reported display rules. With a national random sample of U.S. employees (n = 2446) and a convenience sample of U.S. employees who have customer contact (n = 121), the authors find that verbal abuse from outsiders (1) occurs more frequently than insider verbal abuse, particularly for those with higher emotional labor requirements, and (2) predicts emotional exhaustion over and above insider verbal abuse, regardless of emotional labor requirements. The authors conclude that better integration of customer aggression and insider aggression research is needed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

How do stressors lead to burnout? The mediating role of motivation.

We extend existing stressor-strain theoretical models by including intrinsic motivation as a mediator between well-established job stressors and burnout. Though the link between situational stressors and burnout is well established, little is known about mechanisms behind this relationship. With a sample of 284 self-employed individuals, we examined motivation as a mediator to explain why situational factors impact 3 dimensions of burnout: emotional exhaustion, cynicism, and inefficacy. Motivation is an explanatory mechanism that drives human behavior and thought, and thus may have an impact on important well-being outcomes. As expected, intrinsic motivation was a full mediator for the effect of perceived fit on the inefficacy dimension of burnout. Unexpectedly, neither perceived fit nor motivation was related to the other 2 dimensions of burnout, and role ambiguity had only a direct effect on the inefficacy dimension; it was also unrelated to exhaustion and cynicism. We discuss implications of these findings for researchers as well as for practitioners. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The relative importance of task, citizenship, and counterproductive performance to global ratings of job performance: A policy-capturing approach.

A review of research on job performance suggests 3 broad components: task, citizenship, and counterproductive performance. This study examined the relative importance of each component to ratings of overall performance by using an experimental policy-capturing design. Managers in 5 jobs read hypothetical profiles describing employees' task, citizenship, and counterproductive performance and provided global ratings of performance. Within-subjects regression analyses indicated that the weights given to the 3 performance components varied across raters. Hierarchical cluster analyses indicated that raters' policies could be grouped into 3 homogeneous clusters: (a) task performance weighted highest, (b) counterproductive performance weighted highest, and (c) equal and large weights given to task and counterproductive performance. Hierarchical linear modeling indicated that demographic variables were not related to raters' weights. (PsycINFO Database Record (c) 2010 APA, all rights reserved)