Chapter 12

Question 1

Definition of burnout

Answer 1

Metaphor to describe a state of mental exhaustion. Syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment that can occur among individuals who do ‘people work’ of some kind

Question 2

What is boredom at work?

Answer 2

A state of low arousal and dissatisfaction due to an unchallenging work situation

Question 3

What is work engagement?

Answer 3

The opposite of burnout, a state of mental energy

Question 4

What are the three dimensions of burnout according to early researchers, before 1990’s?

Answer 4

• Emotional exhaustion -> depletion of emotional resources
• Depersonalization -> development of negative, callous and cynical attitudes
• Lack of personal accomplishment -> evaluate your work negatively

Question 5

In the 1990’s, the concept of burnout was broadened and redefined. What were the three new dimensions of burnout?

Answer 5

• Exhaustion -> refers to fatigue irrespective of its cause
• Cynicism -> reflects an indifferent or distant attitude towards work
• Lack of professional efficacy

Question 6

What are the three components of burnout? And how do these components relate to each other?

Answer 6

1. A stress reaction
2. A mental distancing response
3. A negative belief

Exhaustion results from exposure to stressors -> trying to prevent yourself from depletion -> distancing yourself from work -> development of depersonalizing/cynicism -> work performance is likely to diminish

Question 7

There are two perspectives on the definition of work-engagement: a positive antithesis of burnout or a distinct concept in its own right. Explain these two perspectives.

Answer 7

• Positive antithesis: work engagement is characterized by energy, involvement and perceived efficacy, which are the direct opposites of exhaustion, cynicism, and lack of professional efficacy.
• work engagement is independent from burnout -> positive, fulfilling, work-related state of mind that is characterized by vigor, dedication and absorption

Question 8

How can we measure burnout?

Answer 8

By using the Maslach Burnout Inventory, which includes three subscales reflecting the three dimensions: exhaustion, cynicism, and lack of professional efficacy

Question 9

How can we measure work engagement?

Answer 9

1. With the Maslach Burnout Inventory, low scores of exhaustion, cynicism, and a high score on professional efficacy
2. The Utrecht work engagement scale

Question 10

Explain the circumplex model of emotions

Answer 10

The model consists of two dimensions: pleasure to displeasure and activation to deactivation. You can for instance experience high activation and high pleasure, which makes you feel engaged. In contrast you can experience low activation and low pleasure which makes you feel bored/burned out. The intensity of the emotions increases from the center of the circle to the surface.

Question 11

Definition of workaholism

Answer 11

Strong inner drive to work excessively hard. Workaholics work very hard, but they do not like their job.

Question 12

What is the difference between an engaged employee and a workaholic? (they both work very hard)

Answer 12

• Engaged employees are intrinsically motivated, work is enjoyable
• Workaholics are negatively motivated by the fear of not being able to meet their self-imposed, excessively high performance standards, work is a must

Question 13

Which type of demands lead to burnout?

Answer 13

Quantitative (too much work to do) and qualitative job demands (conflicting work roles). These demands activate an energy depletion process whereby employee’ sustained increases in effort to meet these demands drain his/her energy

Question 14

What are the consequences of burnout?

Answer 14

• Individual consequences related to mental and physical health (e.g., anxiety and sleep disturbances)
• Organizational consequences such as employee withdrawal (mentally or physically)

Question 15

What leads to boredom at work?

Answer 15

Carrying out monotonous and short-cycle repetitive work tasks. Hence, a lack of stimulation or challenge at work.

Question 16

What are the consequences of boredom at work?

Answer 16

• The display of counterproductive work behaviours -> negative emotions that provoke damaging and destructive behaviour
• Consequences similar to those of burnout

Question 17

What leads to work engagement?

Answer 17

• Challenge demands as they have the potential to promote mastery, growth, and future gains (workload, time urgency)
• Job resources (job control, task variety)

Question 18

What are the consequences of work engagement?

Answer 18

It leads to positive attitudes and behaviours. Plus it leads to better performance, including extra-role performance (goes beyond formal job requirements) and qualitative performance (better service quality0)

Question 19

Explain by using the social exchange model how reciprocity leads to burnout

Answer 19

People strive for balanced relationships at inter-personal level, team level, and organizational level. When the investments in relationships with others are not proportional to the outcomes, energy is drained. The person will then try to restore this balance by withdrawing and distancing mentally, which is typical for burnout.

Question 20

What are the two contradictory perspectives on boredom related to external and internal arousal?

Answer 20

1. low external stimulation may cause low internal arousal

2. low external stimulation may cause high internal arousal (restlessness)

Question 21

How does the motivating nature of resources explain work engagement?

Answer 21

• Job resources invigorate employees, encourage persistence, and make them focus on their efforts
• Personal resources are functional in accomplishing work goals and they stimulate personal goals such as growth and development

Question 22

Explain the model of engagement by Bakker & Demerouti

Answer 22

The model assumes that job and personal resources are particularly important when job demands are high. When employees are confronted with high job demands, the resources become more salient