The job demands-resources (JD-R) model proposes that working conditions can be categorized into 2 broad categories, job demands and job resources. that are differentially related to specific outcomes. A series of LISREL analyses using self-reports as well as observer ratings of the working conditions provided strong evidence for the JD-R model: Job demands are primarily related to the exhaustion component of burnout, whereas (lack of) job resources are primarily related to disengagement. Highly similar patterns were observed in each of 3 occupational groups: human services, industry, and transport (total N = 374). In addition, results confirmed the 2-factor structure (exhaustion and disengagement) of a new burnout instrument--the Oldenburg Burnout Inventory--and suggested that this structure is essentially invariant across occupational groups.

The job demands-resources model of burnout

This paper comprehensively examined the linkages between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for the predictions that the impact of High Performance Work Practices is in part contingent on their interrelationships and links with competitive strategy was limited.

https://papers.ssrn.com/sol3/Delivery.cfm/SSRN_ID1803666_code1640113.pdf?abstractid=1803666&mirid=5&type=2

The Impact of Human Resource Management Practices on Turnover, Productivity, and Corporate Financial Performance

Chapter 1. Introduction Chapter 2. Managerial Work Chapter 3. Effective Leadership Behavior Chapter 4. Leading Change and Innovation Chapter 5. Participative Leadership and Empowerment Chapter 6. Leadership Traits and Skills Chapter 7. Contingency Theories and Adaptive Leadership Chapter 8. Power and Influence Tactics Chapter 9. Dyadic Relations and Followers Chapter 10. Leadership in Groups and Teams Chapter 11. Strategic Leadership in Organizations Chapter 12. Charismatic and Transformational Leadership Chapter 13. Ethical, Servant, Spiritual, and Authentic Leadership Chapter 14. Cross-cultural Leadership and Diversity Chapter 15. Developing Leadership Skills Chapter 16. Overview and Integration

/pdf/leadership-in-organizations-7uklakdk5o.pdf

Leadership in Organizations

This study comprehensively evaluated the links between systems of High Performance Work Practices and firm performance. Results based on a national sample of nearly one thousand firms indicate that these practices have an economically and statistically significant impact on both intermediate employee outcomes (turnover and productivity) and short- and long-term measures of corporate financial performance. Support for predictions that the impact of High Performance Work Practices on firm performance is in part contingent on their interrelationships and links with competitive strategy was limited. The impact of human resource management (HRM) policies and prac

/pdf/the-impact-of-human-resource-management-practices-on-hesrlz2jwc.pdf

The Impact Of Human Resource Management Practices On Turnover, Productivity, And Corporate Financial Performance

An examination of the literature on conflict between work and family roles suggests that work-family conflict exists when: (a) time devoted to the requirements of one role makes it difficult to fulfill requirements of another; (b) strain from participation in one role makes it difficult to fulfill requirements of another; and (c) specific behaviors required by one role make it difficult to fulfill the requirements of another. A model of work-family conflict is proposed, and a series of research propositions is presented.

https://www.jstor.org/stable/pdf/258214.pdf

Sources of Conflict Between Work and Family Roles

Within academia there has been similar growing awareness of this need. Although this awareness is being articulated in several ways, one of the most frequent involves the conceptualization and investigation of the relationship between business strategy and the personal characteristics of top managers.2 Here, particular manager characteristics such as personality, skills, abilities, values, and perspectives are matched with particular types of business strategies. For example, a recently released study conducted by Hay Group Incorporated, in conjunction with the University of Michigan and the Strategic Planning Institute, reports that when a business is pursuing a growth strategy it needs top managers who are likely to abandon the status quo and adapt their strategies and goals to the marketplace. According to the study, insiders are slow to recognize the onset of decline and tend to persevere in strategies that are no longer effective; so, top managers need to be recruited from the outside.

https://www.jstor.org/stable/pdfplus/4164753.pdf

Linking Competitive Strategies with Human Resource Management Practices

We evaluated the impact of human resource (HR) managers' capabilities on HR management effectiveness and the latter's impact on corporate financial performance. For 293 U.S. firms, effectiveness was associated with capabilities and attributes of HR staff. We also found relationships between HR management effectiveness and productivity, cash flow, and market value. Findings were consistent across market and accounting measures of performance and with corrections for biases.

https://www.markhuselid.com/pdfs/articles/1997_AMJ_Technical_and_Strategic_SHRM.pdf

Technical and strategic human resource management effectiveness as determinants of firm performance

A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings

Les auteurs decrivent les antecedents et les consequences du phenomene de «burnout» (Freudenberger, 1974) apparaissant dans certaines professions et constitue des trois composantes d'epuisement emotionnel de depersonnallisation et de sentiments d'echec personnel

Toward an understanding of the burnout phenomenon.

This chapter provides insights into the concepts and theories behind human resource management (HRM) and international human resource management (IHRM), as well as exploring the various concepts that may affect the ways HRM is utilised by multinational enterprises (MNEs) and other forms of international operating firms. Additionally, it reviews and critically discusses the theoretical and empirical work that has been carried out to explain the differences in IHRM in domestic organisations (DEs) and MNEs, highlighting the importance of understanding these differences when looking at the relationship between HRM and performance. Given the increasing role of contextual factors in the field of HRM, this chapter addresses the relevance of the particular international business (IB) environment within the development and execution of HRM practices and policies.

Randall S. Schuler

Papers

Linking Competitive Strategies with Human Resource Management Practices

Technical and strategic human resource management effectiveness as determinants of firm performance

A meta-analysis and conceptual critique of research on role ambiguity and role conflict in work settings

Toward an understanding of the burnout phenomenon.

International Human Resource Management