We aimed to study burnout as a process that develops over time. On the basis of the Conservation of Resources theory (Hobfoll, 2002), we tested whether burnout induces a loss cycle, depleting resources, and enhancing demands. In addition, we investigated whether intrinsic job motivation and externally regulated job motivation attenuated or aggravated this loss cycle. Using a sample of 352 employees who answered online questionnaires in 2005 and 2007, we found that baseline burnout predicted future burnout that results from an increase in job demands (e.g., work overload) and a decrease in job resources (e.g., social support, information). Furthermore, external regulation aggravated the positive relationship between baseline burnout and demand accumulation. Intrinsic motivation attenuated the positive relationship between baseline burnout and resource loss. We conclude that intrinsic motivation is an important factor enabling employees to break through the negative cycle of burnout.
In the present study, we examined the associations among work-home culture (WHC), the utilization of work-home arrangements (WHAs), and work-home interference (WHI) among 638 workers from a Dutch financial consultancy firm. We (a) developed a typology of WHC, (b) examined whether the utilization of 6 WHAs differed for various types of WHC, (c) determined whether various types of WHC and the utilization of WHAs were related to WHI, and (d) studied these associations for subgroups of workers. Results showed that WHCs can be characterized by 2 dimensions, i.e., support and hindrance. More supportive and less hindering WHCs were not associated with a higher utilization of WHAs, but did covary with lower levels of WHI.
Managers are key actors shaping employees’ capabilities to utilize work–life policies. However, most research on managers’ implementation of these policies has been conducted in liberal welfare states and ignores the impact of institutional context. In this study, we situate managers within specific workplace and national layers of context. We investigated how managers in financial organizations in the Netherlands, UK, and Slovenia talk about the utilization of work–life policies. Managers’ discourses stressed disruption and dependency considerations in these case studies, as in the US research. However, a further management discourse of the moral case or right thing to do also emerged. The lack of resources for replacing staff on leave creates disruption and reduces managers capability to support the use of work–life policies, even when they are statutory or if managers are inclined be supportive (dependency or moral argument). This is likely to impact on parents' capabilities.
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