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Another way in which a group presence can affect performance is social loafing—the exertion of less effort by a person working together with a group. Social loafing occurs when our individual performance cannot be evaluated separately from the group. Thus, group performance declines on easy tasks (Karau & Williams, 1993). Essentially individual group members loaf and let other group members pick up the slack. Because each individual’s efforts cannot be evaluated,...
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Related Experiment Video

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Mindfulness in Motion MIM: An Onsite Mindfulness Based Intervention MBI for Chronically High Stress Work Environments to Increase Resiliency and Work Engagement
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The relation between overcommitment and burnout: does it depend on employee job satisfaction?

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  • 1a Department of Psychology and Cognitive Sciences , University of Trento , Corso Bettini 31, I-38068 Rovereto (TN) , Italy.

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Burnout can lead to overcommitment, a maladaptive coping style that further increases burnout over time. Job satisfaction can mitigate this effect, especially for dissatisfied employees.

Keywords:
burnoutjob satisfactionlongitudinalmoderated mediationovercommitment

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Area of Science:

  • Occupational Health Psychology
  • Organizational Behavior
  • Stress and Coping

Background:

  • Burnout is a significant occupational health concern.
  • The Conservation of Resources (COR) theory provides a framework for understanding stress.
  • Overcommitment is a potential maladaptive response to workplace stressors.

Purpose of the Study:

  • To investigate the role of overcommitment in the escalation of burnout.
  • To examine the moderating effect of job satisfaction on the relationship between overcommitment and burnout.
  • To test a moderated mediational model using a longitudinal design.

Main Methods:

  • Longitudinal study design with 86 white-collar workers in Italy.
  • Measurement of burnout and overcommitment at two time points (T1 and T2).
  • Statistical analysis including moderated mediation and bootstrapping procedures, controlling for gender and role stressors.

Main Results:

  • Burnout at T1 predicted an increase in overcommitment.
  • Overcommitment at T1 predicted increased burnout at T2, supporting a mediational role.
  • Job satisfaction moderated the relationship between overcommitment and burnout, particularly for dissatisfied employees.
  • Findings were robust after controlling for relevant covariates.

Conclusions:

  • Overcommitment acts as a maladaptive coping mechanism that exacerbates burnout over time.
  • Job satisfaction plays a crucial role in mitigating the negative impact of overcommitment on burnout.
  • Interventions aimed at reducing overcommitment and enhancing job satisfaction may help prevent burnout escalation.