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

Abstract

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.

Using the job demands‐resources model to predict burnout and performance

“…Their longitudinal study revealed nonsignificant relationships between depersonalization (a human-service-related form of disengagement) and performance (as rated by supervisors). Also, Cropanzano, Rupp, and Byrne (2003) found that emotional exhaustion was significantly negatively related to in-role performance as rated by supervisors, while the effect of emotional exhaustion on organizational citizenship behavior was fully mediated by organizational commitment (a measure that corresponds in a way to our disengagement dimension). Additionally, the finding that the two burnout dimensions were strongly related to (in-role or extra-role) performance while perceptions of work characteristics were unrelated to it has also been reported in the literature.…”

Proactive personality and work performance in China: The moderating effects of emotional exhaustion and perceived safety climate

“…Indeed, social exchange theory suggests that employees who feel exhausted tend to make a negative assessment of the benefi ts received from the organization and that as a consequence, they may withdraw their effort as a response to the psychological costs incurred in fulfi lling their obligations (Cropanzano et al, 2003). Such a negative response would tend to be more salient among the least proactive employees.…”

“…Recent research has highlighted the important role of emotional exhaustion as a factor that hinders willingness to expand effort (Schaufeli & Taris, 2005) leading to suboptimal functioning (Leiter & Maslach, 2005). However, as specifi ed by Cropanzano, Rupp, and Byrne (2003), most studies have focused on the consequences of emotional exhaustion for individual workers, and have given relatively little attention to the organizationally relevant criteria of job performance and organizational citizenship behaviour (OCB). Given the paucity of research linking personality, emotional exhaustion, and performance in organizational settings (Witt, 2004), we investigated the moderating role of emotional exhaustion on the personality-individual performance relationship.…”

A Systematic Review on Information Technology Personnel’s Turnover

“…Employees tend to form social exchange relationships with others so long as they feel they are receiving benefits out of that [9].…”