Exploring Proactive Behaviors of Employees in the Prevention of Burnout

Otto, Madelon C B; Hoefsmit, Nicole; Ruysseveldt, Joris Van; Dam, Karen van

doi:10.3390/ijerph16203849

Cited by 27 publications

(43 citation statements)

References 60 publications

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“…The items, means, standard deviations, Cronbach's alphas, factor loadings of the pattern matrix, and factor intercorrelations are described in Table 2. In sum, the results indicate that all 12 previously identified behaviors [18] are included and represented in the proactive burnout prevention inventory. The scales possess satisfactory internal consistency reliability.…”

Section: Exploratory Factor Analysismentioning

confidence: 78%

“…The present study builds upon the findings of the ESP [18] by using its outcomes as a basis for developing an inventory to assess specific kinds of proactive burnout prevention behaviors. Based on the findings of this previous study and the burnout literature (e.g., [4,6,20]), we propose that proactive burnout prevention captures 12 specific proactive behaviors that cover work-, homeand person-oriented actions, and aim at both demands and resources [18] (see Table 1 and Supplementary Materials). Engaging in relaxing activities [32] The inventory consists of 12 scales measuring each of the proactive burnout prevention behaviors identified in the ESP [18].…”

Section: Inventory Developmentmentioning

confidence: 99%

“…Based on the findings of this previous study and the burnout literature (e.g., [4,6,20]), we propose that proactive burnout prevention captures 12 specific proactive behaviors that cover work-, homeand person-oriented actions, and aim at both demands and resources [18] (see Table 1 and Supplementary Materials). Engaging in relaxing activities [32] The inventory consists of 12 scales measuring each of the proactive burnout prevention behaviors identified in the ESP [18]. Where possible, items for each scale were based on or adapted from existing validated instruments.…”

Section: Inventory Developmentmentioning

confidence: 99%

“…If necessary, items of existing instruments were adapted to reflect self-initiated and change-oriented actions of employees to ascertain that all items were formulated as to effectively assess proactive behavior [17]. In case no existing validated scale could be found to match one of the 12 identified behaviors, items were developed by the researchers based on results of the ESP [18] taking into account the guidelines set for item wording by Hinkin [34]. To ensure adequate internal consistency, at least three items per scale were generated for each proactive action and all items were scored on a five-point Likert scale ranging from 1 (never) to 5 (always) [34].…”

Section: Inventory Developmentmentioning

confidence: 99%

“…Proactive burnout prevention is defined as self-initiated, change-oriented actions of employees aimed at the prevention of burnout [18]. Findings of an exploratory qualitative study that was performed as a first step to investigate proactive behaviors of employees in the prevention of burnout (henceforth referred to as the "exploratory qualitative study into proactive burnout prevention"; ESP), showed that employees who encounter aversive working conditions, may indeed engage in specific behaviors aimed at increasing resources and/or reducing demands in order to prevent burnout [18]. These findings corroborate with Parker et al's [19] notion that stressors can prompt proactive behaviors targeted at a decrease in the discrepancy between a current and desired situation.…”

Section: Introductionmentioning

confidence: 99%

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The Development of a Proactive Burnout Prevention Inventory: How Employees Can Contribute to Reduce Burnout Risks

Otto

Ruysseveldt

Hoefsmit

et al. 2020

IJERPH

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Proactive burnout prevention refers to a set of proactive behaviors employees may engage in to prevent burnout. Findings of a previous exploratory qualitative study indicated that employees who had to deal with high demands engaged in specific proactive behaviors in the work, home, and personal domain in order to prevent burnout. To further examine proactive burnout prevention in longitudinal quantitative research and to be able to investigate its effectiveness, an inventory for assessing these kinds of behaviors is necessary. The goal of this study was twofold: 1) to develop an inventory to assess employees’ proactive burnout prevention behaviors and examine its factorial validity, 2) to explore the broader nomological network of proactive burnout prevention behaviors by examining its convergent, discriminant, and predictive validity. A two-wave longitudinal survey (T1: N = 343; T2: N = 201) was conducted. The results of exploratory and confirmatory factor analysis showed that proactive burnout prevention can be reliably assessed with 40 items that load on 12 factors, indicating 12 separate proactive burnout prevention behaviors. Moreover, exploration of the convergent, discriminant, and predictive validity of the proactive burnout prevention inventory showed promising results, as expected relationships were confirmed for most behaviors. Further research is needed to substantiate the findings and examine the effectiveness of proactive burnout prevention.

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Section: Exploratory Factor Analysismentioning

confidence: 78%

Section: Inventory Developmentmentioning

confidence: 99%

Section: Inventory Developmentmentioning

confidence: 99%

Section: Inventory Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The Development of a Proactive Burnout Prevention Inventory: How Employees Can Contribute to Reduce Burnout Risks

Otto

Ruysseveldt

Hoefsmit

et al. 2020

IJERPH

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Investigating the temporal relationship between proactive burnout prevention and burnout: A four‐wave longitudinal study

et al. 2021

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Given the detrimental effects of burnout for individuals and organizations, it is of crucial importance to better understand the self-initiated actions employees take to prevent burnout. While such proactive burnout prevention is likely to reduce burnout complaints, these activities may also be frustrated by high burnout levels. This means that proactive burnout prevention and burnout can negatively affect each other over time. The present study used a four-wave longitudinal panel design to investigate temporal relationships between proactive burnout prevention and burnout over 3, 6 and 9 weeks. Participants were 165 employees in the financial services industry who provided data on all four measurement occasions. The outcomes of structural equation modelling provided support for the hypothesized combined effects model compared to the lagged and reversed effects models. The findings suggest that proactive burnout prevention can help to prevent burnout, while engagement in these behaviours may be hindered by high initial levels of burnout. Employees should therefore intervene before their resource pool becomes too depleted and they lack the energy or mental strength to invest resources, in order to proactively retain or regain resources. K E Y W O R D S burnout, prevention, proactive behaviours, temporal relationship 1 | INTRODUCTION Burnout has deleterious consequences for individuals' health and wellbeing and organizational outcomes (e.g., Maslach et al., 2001; Salvagioni et al., 2017), indicating the need for burnout prevention.Burnout refers to a work-related state of exhaustion that is characterized by of extreme tiredness, cognitive and emotional impairment, and mental distancing (De Beer et al., 2020;Schaufeli et al., 2019).Whereas burnout prevention interventions initiated by the employer have previously been studied (Awa et al., 2010;Maricuţoiu et al., 2016), less is known about the self-initiated actions employees can take to prevent burnout (Demerouti, 2015). This is remarkable, since the consequences of burnout for individuals physical health and psychological wellbeing can be detrimental (e.g., Type 2 diabetes, depression; Salvagioni et al., 2017) Therefore, it is important to improve our understanding of employees' proactive actions to prevent burnout. Meta-analytical reviews have shown that employerinitiated burnout prevention programs have a lasting, yet small effect This is an open access article under the terms of the Creative Commons Attribution-NonCommercial-NoDerivs License, which permits use and distribution in any medium, provided the original work is properly cited, the use is non-commercial and no modifications or adaptations are made.

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Protecting well-being and performance after sickness presenteeism under demanding conditions: the dual effects of proactive personality and work reward as resources

Chen,

Lu,

Cooper

2023

European Journal of Work and Organizational Psychology

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Based on conservation of resources (COR) theory, we tested a moderated mediation model of presenteeism. We hypothesized that heavy workload would precipitate sickness presenteeism, which would lead to elevated exhaustion and hampered job performance (mediation). We further hypothesized that proactive personality and work reward would mitigate the positive "presenteeism-exhaustion" and the negative "presenteeism-performance" relationships (moderation on the second-stage of the mediation). We conducted a two-wave panel study (with one year interval), collecting data from 218 employees working in diverse industries in Taiwan. We found significant moderating effects of proactive personality and work reward on the indirect effect of workload on job performance via presenteeism over the span of one year. Contrary to our hypotheses, workload related positively and indirectly (via presenteeism) to job performance, but only for those high in proactive personality and work reward. Although the moderating effects of proactive personality and work reward on the "workload-presenteeism-exhaustion" link were insignificant, results did support the buffering role of proactive personality on the positive relationship between presenteeism and exhaustion. Namely, this relationship was found to be positive only for employees with lower levels of proactive personality, whilst the relationship was not significant for employees higher in proactive personality. These results tentatively suggest that resources have different functions for the outcomes of presenteeism. The possibility to integrate the buffering role of resources against the deleterious effects of presemteeism with the enabling role of resources to support functional presenteeism is not only of theoretical interest, but also of important practical implications for better managing the presenteeism behavior.

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Exploring Proactive Behaviors of Employees in the Prevention of Burnout

Cited by 27 publications

References 60 publications

The Development of a Proactive Burnout Prevention Inventory: How Employees Can Contribute to Reduce Burnout Risks

The Development of a Proactive Burnout Prevention Inventory: How Employees Can Contribute to Reduce Burnout Risks

Investigating the temporal relationship between proactive burnout prevention and burnout: A four‐wave longitudinal study

Protecting well-being and performance after sickness presenteeism under demanding conditions: the dual effects of proactive personality and work reward as resources

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