The drivers and effects of burnout within an information technology work context: a job demands-resources framework

Abstract

PurposeThe purpose of this empirical study is to explore the drivers and effects of a multidimensional conceptualization of burnout for information technology (IT) personnel using the job demands-resources framework.Design/methodology/approachUsing survey data from 247 IT professionals, the authors analyzed our model using partial least squares structural equation modeling (PLS-SEM), a composite-based method.FindingsThe authors find that job demands and job resources differently influence the dimensions of burnout, and the burnout dimensions influenced turnover intention (leave the organization) and turnaway intention (leave the field) except for cynicism, which did not affect turnover intention. The authors’ findings suggest that managers and human resource professionals may want to look beyond managing work exhaustion and consider focusing on the professional efficacy dimension of burnout to keep their IT professionals from leaving the organization and the IT industry.Originality/valueThis study highlights the need for researchers in the information systems field to rethink using exhaustion as a proxy for the burnout construct as focusing on work exhaustion does not tell the full story for IT professionals. Additionally, the findings indicate that job-related burnout affects not only IT professional's turnover intention but also turnaway intention. Last, psychosocial mentoring did not directly influence any of the burnout components but indirectly influenced all three components.

Проблема Профессионального Выгорания Специалистов В Сфере Информационных Технологий: Теоретический Обзор

“…Учёные признают, что необходимость освоения новых инструментов и методов может рассматриваться как положительный аспект ИT-работы, интенсивность и бесконечная актуализация этой потребности всё более расширяет рабочие возможности ИT-специалистов. В то же время это может вести к их энергетическому истощению вследствие высокой вовлечённости в работу (Zaza et al, 2021).…”

“…В этих условиях работник находится в условиях многозадачности, в дополнение к более личному, чем когда-либо, взаимодействию с клиентами разных географических и культурных особенностей, требуется более высокий уровень коммуникации разного характера. Установлено, что сложность работы ИT-специалистов связана с тем, что от них требуется одновременное исполнение различных ролей на рабочем месте (Zaza et al, 2021). К примеру, в сферу ответственности ИТ-специалиста включают ИT-поддержку, выполнение функций технического координатора между бизнес-подразделениями, а также бизнес-аналитика путём сочетания технических и управленческих навыков (Guillemette, 2012).…”

Is Guanxi critical to the job burnout of ITP and IS/IT users in Chinese society?

“…Burnout is related to inexperience at the organizational level. When individuals feel that they have invested more in the organization than they are getting in return, they tend to burnout (Harris et al, 2022;Hu et al, 2016;Liu and Jia, 2021;Xu et al, 2020;Yang et al, 2019;Zaza et al, 2021). Meanwhile, Maslach et al (2001) used depersonalization to replace cynicism and personal accomplishment to replace professional efficacy.…”

“…However, these requests have indeed increased work exhaustion and job burnout of some employees (e.g. IT personnel [ITP], IS/IT users [employees who need to use IS/IT to do their job]) (Ayyagari et al, 2011;Lee et al, 2016;Moore, 2000); in turn, they are positively associated with turnover intentions (Armstrong et al, 2015;Tarafdar et al, 2015;Zaza et al, 2021). The result will help enterprises retain valuable employees and increase their manpower ability significantly.…”

“…Maslach and Jackson had developed Maslach Burnout Inventory (MBI) (1981) and the job burnout theory including three components: work exhaustion, cynicism (depersonalization) and professional efficacy (personal accomplishment). They asserted that burnout can be a form of job stress, associated with the concepts of job satisfaction and turnover (Zaza et al, 2021). Moore (2000) proposed theoretical foundation for studying antecedents (e.g.…”