The Effects of Organizational Socialization and Leadership Behavior on Burnout: Evidence from Manufacturing Workers in China

The Effects of Organizational Socialization and Leadership Behavior on Burnout: Evidence from Manufacturing Workers in China

Jennifer H. Gao (Macao Polytechnic Institute, Macao, China)
Copyright: © 2015 |Pages: 22
DOI: 10.4018/978-1-4666-8462-1.ch011
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Abstract

The relationship between organizational socialization (Training, Understanding, Coworker Support, and Future Prospects) and leadership behavior (Monitor, Producer, Consideration for Others, and Trust in Others) and burnout (Emotional Exhaustion and Personal Accomplishment) were explored and discussed in this chapter. Data were collected from 341 Chinese manufacturing workers in Southern China. Results revealed that organizational socialization was highly and negatively correlated with Emotional Exhaustion, but highly and positively with Personal Accomplishment. Monitor, Consideration, and Trust were highly and negatively correlated with Emotional Exhaustion, but all the four leadership behaviors were highly and positively correlated with Personal Accomplishment. Regression revealed Training and Monitor to be significant predictors of Emotional Exhaustion, and Understanding, Coworker Support, and Trust explained significant variance of Personal Accomplishment. Management implications are discussed, and future research is indicated.
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Burnout

Defining Burnout. The concept of “Burnout” was introduced in the mid-1970s by Herbert Freudenberger (1974). He observed symptoms of emotional depletion and a loss of motivation and commitment among volunteers who were working in an alternative health care agency. Around the same time, Maslach (1976) was studying emotions in the work place. She interviewed a wide range of human services workers about the emotional stress caused by their jobs. Therefore, burnout research began in care-giving and service occupations.

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