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Consequences of Burnout
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About Consequences of Burnout
This research included three organizational consequences of burnout. Two consequences were identified by Moore (2000) namely job satisfaction and organizational commitment; while Leiter and Maslach (2009) identified turnover intention to be strongly related to burnout. Three instruments were used to measure three organizational consequences. Each item was rated on a 5-point Likert scale ranging from 1 (strongly disagree) to 3 (hard to decide) to 5 (strongly agree).
Job satisfaction was measured by a 3-item questionnaire developed by Cammann, Fichman, Henkins and Klesh (1983). It measured the overall satisfaction as perceived by the employee. This scale contained questions like “All in all, I’m satisfied with my job,” “In general, I don’t like my job,” and “In general, I like working here.” The organizational commitment questionnaire was an adapted version of affective commitment from Allen and Meyer (1990). Affective commitment states items that relate to employees’ emotional commitment to the organization. This instrument contained 4 items and measure employees general level of commitment. It contained statements like “I talk up this organization to my friends as a great organization to work for” and “I am proud to tell others that I am part of this organization.”
Consequences of Burnout
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