Observed Issue Selling: The Effects of Role Models, Willingness to Issue Sell, and Inclusion in Decision Making

This study examines issue selling (an early component of the change process in which higher-level managers are influenced to pay attention to issues). Building on the conservation of resources model, social contextual factors (role models for issue selling and inclusion in decision making) are proposed to explain when and how issue selling occurs during the early stages of change. This research breaks new ground by examining issue selling behavior (as observed by supervisors) in conjunction with willingness to issue sell. Results based on a sample of 191 employee–supervisor dyads suggest that role models positively contributed to willingness to issue sell, which was positively related to issue selling when individuals perceived that they were involved in decision making. To increase the likelihood that employees will engage in issue selling to facilitate change, managers should provide exposure to issue selling role models and should increase employees’ perceived inclusion in decision making.

Effecten van emotionele uitputting op de loopbaan

Effects of emotional exhaustion on careers Effects of emotional exhaustion on careers This article addresses the consequences of emotional exhaustion for the labour market careers of Dutch employees. Starting from the Conservation of Resources Model we hypothesized that employees who experience emotional exhaustion more often (prefer to) reduce their working hours, are more often actively searching for another job, have a higher turnover rate, and are more often absent due to illness than other employees. Analyses using the Labour supply panel 2004-2010 show that emotional exhaustion is an important determinant of employees’ labour market behaviour. Emotional exhaustion was related to the intention to change jobs, actual turnover, quitting work altogether, and absenteeism. For instance, 20% of the employees with complaints of emotional exhaustion were looking for another job, compared to 8% of the employees without. In addition, employees who experienced emotional exhaustion more often preferred to reduce their working hours: 26% compared to 9%. However, there was no evidence for an effect of emotional exhaustion on the actual reduction of working hours.

Job Burnout: toward an Integration of Two Dominant Resource-Based Models

The goal of this study was to integrate the job demands-resources model and the conservation of resources model of job burnout into a unified theoretical framework. The data were collected through a mail questionnaire survey among nurses holding managerial positions in the Hospital Authority of Hong Kong. From a computer-generated random sample of nurses, 543 (84.3% women) returned usable surveys, amounting to a response rate of 24.2%. Structural equation modeling was used to test the proposed paths originating from job demands and job resources to the core job burnout dimensions, namely, emotional exhaustion and depersonalization. Results supported the integrated model, indicating that job demands and job resources had differing effects on the burnout dimensions. The effect of job demands was stronger and partially mediated the effect of job resources. Implications of the results from this study on management practices were discussed.