Original Research

Empirical evidence of frequency of change and job burnout

R. Mat Zin, A. Nehari Talet
South African Journal of Business Management | Vol 47, No 4 | a72 | DOI: https://doi.org/10.4102/sajbm.v47i4.72 | © 2018 R. Mat Zin, A. Nehari Talet | This work is licensed under CC Attribution 4.0
Submitted: 23 March 2018 | Published: 30 December 2016

About the author(s)

R. Mat Zin, Department of Management & Marketing, College of Industrial Management, King Fahd University of Petroleum & Minerals, Saudi Arabia
A. Nehari Talet, Department of Accounting & MIS, College of Industrial Management, King Fahd University of Petroleum & Minerals, Saudi Arabia

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Abstract

This study focused on two main constructs; frequency of change (FoC) and the job burnout in the workplace. It employed a quantitative design to examine the relationship between employees' perceived "frequency of change" (FoC) occurring in
their organizations and job burnout subscales – exhaustion, cynicism and professional efficacy. The respondents were low and middle level staff; managers and senior managers in selected manufacturing, information technology (IT) service
organizations. Significant differences were found in levels of exhaustion between Financial Services employees and employees of other organization types. Finally, the difference was shown to exist in levels of cynicism between senior managers and employees when perceived FoC is high.


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Crossref Citations

1. Adapting to Frequent Changes: The Roles of Job Crafting and Personal Needs
Lu Chen, Kaixuan Tang
The Journal of Applied Behavioral Science  first page: 002188632110260  year: 2021  
doi: 10.1177/00218863211026093