Human Resource management is the process of hiring and developing employees so that they become more valuable to the organization
Human Resource management is the process of hiring and developing employees so that they become more valuable to the organization.it also includes conducting job analysis recruiting right people for job, orienting training managing wages and salaries ,evaluating performance ,resolving disputes and communicating with employees. As the human resource is most important part of any organization so it is very necessary that the working environment should be comfortable for employees working there. Many organization have different type of management there through which they interact differently with their employees. Different organizations are facing problems with unclear and complex management atmosphere due to rapid change of technique and competition. .Due to all these changes the responsibility role conflict, interpersonal troubles, job stress and job burnout is increased. Now a days many study are going on at job burnout which belong to job stress in many organization. Job burnout is a mental phenomenon, which is a form of chronic stress reactions occurred by accumulated and long-term negative effects of job stress (Jin-wook, Lee. 2003). This kind of job burnout is found from workers who engage in professional personal services such as mainly, teacher, doctor, nurse, lawyer, social worker.
It is assumed that burnout negatively affects job performance, although the evidence is still limited (Demerouti & Bakker, 2006). Moreover, research has usually relied on subjective assessments of job performance (Taris, 2006) and studies on the impact of burnout on objective performance are virtually lacking (Halbesleben & Buckley, 2004). Using the Job Demands-Resource (JD-R) model as a guiding framework, the goal of the present study was to examine how job demands and resources are related to teams’ objective financial performance focusing on the mediating role of burnout (Bakker ; Demerouti, 2007; Demerouti, Bakker, Nachreiner, ; Schaufeli, 2001). Specifically, the purpose of the present study was a constructive replication of Bakker, Demerouti, and Verbeke (2004). Following Lykken (1968), a constructive replication extends the).
generalizability of the research after which it is modeled by avoiding exact duplication. Consequently, we used different demands and resources as predictors, another measure of burnout, and objective financial performance at the team level as the dependent variable (instead of colleague ratings of performance.
Burnout was originally conceived as a work-related syndrome that most often occurs among individuals who work with other people (Maslach ; Jackson, 1986). However, research of the past decade has shown that the two core burnout dimension emotional exhaustion and cynicism can be observed in virtually any occupational group (Bakker, Demerouti, ; Schaufeli, 2002; Maslach, Schaufeli, ; Leiter, 2001). Emotional exhaustion refers to a general feeling of extreme chronic fatigue, caused by continuous exposure to demanding working conditions. Cynicism is defined as a callous, distanced and cynicala attitude toward the work itself or the people with whom one works. Of these two burnout dimensions, emotional exhaustion appears to be the central variable in the burnout process (Baba, Jamal, ; Tourigny, 1998; Shirom, 2005).
A number of studies have indeed shown that exhaustion is more strongly related to important outcome variables (such as personnel turnover and absenteeism) than the other burnout dimensions (Lee ; Ashforth, 1993, 1996; Leung ; Lee, 2006; Wright ; Bonett, 1997). In addition, exhaustion is always part of the different definitions of burnout (Shirom, 2005). Leiter’s (1993) process model of burnout proposes that cynicism should be seen as a consequence of emotional exhaustion. Accordingly, feelings of exhaustion arise from stressful working conditions, whereby employees are repeatedly confronted with high job demands (such as work pressure or high emotional demands) and as a consequence, they can develop a cynical attitude as a coping strategy to distance themselves emotionally and mentally from work (e.g., Bakker, Schaufeli, Sixma, Bosveld, & Dierendonck, 2000; Taris, LeBlanc, Schaufeli, & Schreurs, 2005).
Burnout and performance:
Job performance refers to employees’ behaviors that are supposed to contribute to the effectiveness of the organization and to overall organizational performance (Campbell, 1990). Singh, Goolsby, and Rhoads (1994) offer three possible explanations for the influence of burnout on performance.
First, burnout is characterized by a reduction of the available energy and the amount of effort that is invested to perform well. Another reason is that employees with burnout get trapped in a negative, vicious cycle, in which they are not inclined to search for support or are not motivated to change their situation. The consequence is that performance declines (Bakker et al., 2004). A final explanation for the impairment of performance is that burnout undermines employees’ self-confidence in their ability to solve work-related problems. However, although a negative relationship between burnout and performance seems apparent, empirical evidence for the influence of burnout on job performance is scarce (Demerouti & Bakker, 2006). On the basis of six studies (total N2000), Schaufeli and Enzmann (1998) found that burnout correlated only weakly with self-reported job performance. On average, emotional exhaustion and cynicism explained 5 and 4%, respectively, of the variance in job performance. Taris (2006) reviewed 16 studies on the relationship between burnout and ”objective” performance (mainly supervisor reports), and found meta-analytical correlation (r=_.22) between exhaustion and in-role performance. Taris also found that the evidence for the relationship between cynicism (depersonalization) and performance was inconclusive.