The impact of task level demands, work group level support and affective commitment on emotional exhaustion among services managers

Abstract

Purpose This study aims to explain the effects of affective commitment as a mediator between task-level job demands (quantitative workload, qualitative workload, feedback and role conflict) and emotional exhaustion among service mangers. Design/methodology/approach Sub-scales of task-level demand and work group-level resources have been selected from job demands and resources indigenous scale. While emotional exhaustion was measured with the subscale of Maslach burnout inventory. For this purpose, data were obtained from 239 respondents to check the relationship between variables. Amos 21 was used to analyze the model fit among variables. Findings The results of the study show that there is a significant positive relationship between high task-level demands and emotional exhaustion. The results also signify that affective commitment partially mediates the relationship. Research limitations/implications The present study is cross-sectional in design, whereas longitudinal studies would be effective to explain causality relationship. Term of service managers is also not well defined. Data were collected as per the convenient sampling technique. Originality/value The research is based on PhD thesis by the author.

The Impact of Perceived Organizational Politics and Workplace Incivility on Emotional Exhaustion: A Study of Middle Level Employees in the Apparel Sector, Western Province, Sri Lanka

“…Emotional exhaustion is an effect on different factors like sexualization of the work environment (Bui, Pinto, & Srivastava, 2019), long term customer relationships development (Lee & Huang, 2020), Machiavellian leadership (Stradovnik & Stare, 2018), emotion regulation (reappraisal & suppression) (Lee & Jang, 2019), task-level job demand (Laila & Hanif, 2017), turnover intention (Kyei-Poku, 2019;Park, 2019), work intensity and life satisfaction (Boekhorst, Singh, & Burke 2017), workplace incivility (Alola, Avci, & Ozturen, 2020;Karatepe, Kim, & Lee, 2019;Tong, Chong, & Johnson, 2019), and perceived organizational politics (Makhdoom, Mehmood, & Atta, 2017;Naseer, Raja, & Donia, 2016). Extant literature revealed that the effect of perceived organizational politics and workplace incivility is significant on exhaustion comparative to other predictors.…”

Investigating aspects of paternalistic leadership within the job demands–resources model

“…As reported in a previous study about the distinctive characteristics of paternalistic leadership, authoritarian leaders tend to promote the use of rules, with their demands possibly resulting in higher cognitive and emotional costs from employees (Laila & Hanif, 2017). The negative state of affairs thus experienced by employees is characterized by anxiety or anger (Hiller et al, 2019).…”

“…We argue that this may be due to the collectivistic culture which prioritizes harmony among members of the in-group and the forgoing of personal agendas or well-being (Hofstede, 2011). Individuals from a collectivistic culture are more inclined to conform to their in-group by suppressing their own ideas and thoughts: as a result, this demand on employees incurs a large amount of emotional costs (Laila & Hanif, 2017). Over time, a negative state of affairs is created, with burnout in employees predicted (Lim, 2016).…”

“…Employees under this type of leadership experience an array of negative emotions at work (e.g., frustration or desperation in seeking to fulfil leaders' demands). Consequently, employees become emotionally challenged in sustaining job demands which require a high level of effort (Laila & Hanif, 2017). In essence, both cognitive and emotional demands are often exerted by leaders, requiring physiological or psychological effort from employees to sustain and maintain leaders' expectations.…”

“…These findings all displayed the health erosion pathway as predicted by the JD-R theory. Generally, the higher psychological effort required to sustain the leader's demands often promotes negative emotions such as stress or anxiousness (Laila & Hanif, 2017). In fact, this perceived negative array of emotions, and the inability to manage them, has been shown to be the key factor to burnout (Schaufeli, Taris, & Van Rhenen, 2008).…”