Understanding Emotional Exhaustion In the Workplace

We’ve all experienced that occasional afternoon slump at the office. But when workplace emotional exhaustion accumulates on a daily basis, it can seriously impact job performance, organizational citizenship behavior, and job satisfaction.

In their article “A Head Start or a Step Behind? Understanding How Dispositional and Motivational Resources Influence Emotional Exhaustion,” published this week in the Journal of Management, John D. Kammeyer-Mueller of the University of Florida, Lauren S. Simon of Portland State University, and Timothy A. Judge of the University of Notre Dame find that individual personality and motivation have much to do with our level of exhaustion when we start the workday versus when we clock out:

JOM_v38_72ppiRGB_150pixWAlthough it may seem unlikely for employees to leave work feeling less emotionally exhausted than when they arrived, some researchers (Sonnentag, 2005: 273) have suggested that “mentally distancing oneself from the job requirements during work might appear as a promising ‘escape’ route for mentally exhausted employees” who cannot psychologically detach themselves from work during off-hours. This suggests that temporarily “taking it easy” at work may at least reduce the rate at which resource deficits accumulate. Yet some individuals may be more willing to employ this resource regulation tactic than others.

Click here to read more, and find related research in the Journal of Management’s special collection on Work Stress and Health.

This entry was posted in Emotion, Stress and tagged , , , by Cynthia Nalevanko, Editor, SAGE Publishing. Bookmark the permalink.

About Cynthia Nalevanko, Editor, SAGE Publishing

Founded in 1965, SAGE is the world’s leading independent academic and professional publisher. Known for our commitment to quality and innovation, SAGE has helped inform and educate a global community of scholars, practitioners, researchers, and students across a broad range of subject areas. With over 1500 employees globally from principal offices in Los Angeles, London, New Delhi, Singapore, Washington DC, and Melburne, our publishing program includes more than 1000 journals and over 900 books, reference works and databases a year in business, humanities, social sciences, science, technology and medicine. Believing passionately that engaged scholarship lies at the heart of any healthy society and that education is intrinsically valuable, SAGE aims to be the world’s leading independent academic and professional publisher. This means playing a creative role in society by disseminating teaching and research on a global scale, the cornerstones of which are good, long-term relationships, a focus on our markets, and an ability to combine quality and innovation. Leading authors, editors and societies should feel that SAGE is their natural home: we believe in meeting the range of their needs, and in publishing the best of their work. We are a growing company, and our financial success comes from thinking creatively about our markets and actively responding to the needs of our customers.

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