Job burnout and managerial effectiveness relationship: Moderating effects of locus of control and...

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Research Article ISSN 2229 – 3795

ASIAN JOURNAL OF MANAGEMENT RESEARCH 329 Volume 2 Issue 1, 2011

Job burnout and managerial effectiveness relationship: Moderating effects of locus of control and perceived Organisational support: An empirical

study on Indian managers Shalini Srivastava

Associate Professor (OB & HR ), Jaipuria Institute of Management, A32A, Sector 62, NOIDA201 309, NCR Delhi, India [email protected]

ABSTRACT

Purpose

The purpose of the study is to explore the relationship between Job Burnout and Managerial Effectiveness as moderated by Perceived Organisational Support and Locus of Control.

Methodology

The present study was done on a sample of 550 Middle level managers belonging to Private Sector Organizations. Variables in the study were assessed using four validated Instruments. Descriptive statistics, Pearson Product Moment Correlation, Factor analysis and Hierarchical regression analysis was used to analyze the data. It was found that Job Burnout was negatively related to Managerial Effectiveness and Perceived Organisational Support and Locus of Control moderated Job Burnout and Managerial Effectiveness relationship.

Implications

By understanding the relationship between these variables, the organisations should conduct training programmes to actively manage their Human capital.

Keywords: Research Paper, Job Burnout, Managerial Effectiveness, Perceived Organisational Support, Locus of Control, Private sector managers.

1. Introduction

Managers are under constant pressure to meet deadlines for paperwork, meet the needs of their clients and, hopefully, see positive results from their efforts. This makes them highly susceptible to stress and stress related symptoms. While Private sector managers may not be the only ones who suffer from stress related symptoms, Maslach (1976) pointed out that the potential for emotional strain is greatest for workers in the helping professions such as social work and teaching because of constant contact with other people and their problems. Such work often entail extensive and direct facetoface contact with other people in emotionally charged situations and, often, feedback of success or failure is nonexistent (Cordes & Dougherty, 1993). The nature of their job thus makes them an ideal research subjects to examine stress and stress related symptoms.

Job burnout and managerial effectiveness relationship: Moderating effects of locus of control and perceived Organisational support: An empirical study on indian managers

Shalini Srivastava

ASIAN JOURNAL OF MANAGEMENT RESEARCH Volume 2 Issue 1, 2011

330

Likert (1961) had emphasised that a manager must be adaptive to a specific situation and needs of his/her followers resulting in high degree of effectiveness in meeting personal and organizational goals. According to Reddin (1970), managerial effectiveness is nothing more than the output, and it is dependent upon the output with regards to one's position in the organisation. He emphasised upon the output without any mention of morale and satisfaction of group members. In the situation of complexity and ambiguity, an effective manager is an optimiser of resources for better organizational functioning (Campbell et al., 1970). Drucker (1977) , however, gave situation lesser importance as a determinant of managerial effectiveness. According to him, what matters is the habit of the manager to tackle a problem in a specific way. Once this habit (which develops through practice) develops, then whatever the situation may be, he is going to perform well.

According to Langford (1979), effectiveness is contingent upon the situation – the situation being the manager himself, his position, tasks assigned to him, the organisation and the socio economic environment. According to Black and Edward (1979), the best way to measure effectiveness is by obtaining difference between the quantity actually produced and the quantity planned. Hill (1979) had also somewhat similar views when he reported that an effective manager showed high concern for the people and productivity.In recent years, there has been a focus on the skills, abilities and characterstics of “effective” managers at the level of the individual, the organization, and the nation(,Boyatsis,1982:Dulewicz & Higgs,2000:Grugulis,1998:Page et al.,1994)..

Burnout can be described as “the extinction of motivation or incentive, especially where one's devotion to a cause or relationship fails to produce the desired results,” and is a stressrelated state.

There are several factors that can contribute to burnout, including jobrelated features, lifestyle factors and personality characteristics. Some companies and industries have much higher rates of burnout than others.

Although there were relatively few studies of Perceived Organsiational Support until the mid 1990’s, research on the topic has burgeoned in the last few years. Rhoades and Eisenberger’s (2002) metaanalysis covered some 70 POS studies carried out through 1999, and over 250 studies have been performed since. The metaanalysis found clear and consistent relationships of POS with its predicted antecedents and consequences.

The metaanalysis of research on POS, carried out by Rhoades and Eisenberger (2002) indicated that three general categories of favorable treatment received by employees (fairness of treatment, supervisors support, and rewards and job conditions) are positively related to POS, which, in turn, is associated with outcomes favored by employees (e.g., increased job satisfaction, positive mood, and reduced stress, less burnout) and the organization (e.g., increased affective commitment and performance, effectiveness and reduced turnover). OST specifies mechanisms responsible for these associations, allowing stringent tests of the theory.

Job Burnout

Job burnout, termed by some as ‘the malady of our age’ (Modic, 1989) is a relatively new variable of interest to researchers. Job burnout is characterised by (1) emotional exhaustion; (2) depersonalisation and (3) a decreased sense of personal accomplishment (Cordes &

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Dougherty, 1993; Maslach & Jackson, 1981; Lee & Ashforth, 1990). Emotional exhaustion involves feelings of being overextended and drained by work duties, helplessness, hopelessness and depression (Pines, Aronson & Kafry, 1981). The second component, depersonalisation, is often associated with a decrease in the awareness of the human attributes of others and a loss of humanity in interpersonal interaction (Pines, Aronson & Kafry, 1981). Depersonalization is a reaction to job related stress that results in workers becoming increasingly detached emotionally from work, coworkers, clients, and treating clients in dehumanizing ways (Maslach, 1976). Finally, the third component of burnout, diminished personal accomplishment is associated with a sense of constant and repeated failures, defeat and hopelessness (Cordes & Dougherty, 1993). Left unchecked, job burnout could lead to self, family, and even work place abuse (Cherniss, 1980). In line with previous studies on job burnout, it is hypothesized in this research that burnout will adversely affect the effectiveness of the manager.

Locus of Control

As an aspect of personality, Locus of Control measures an individual expectancies for internal vs. external control of reinforcement (Rotter, 1966). Specifically, it refers “to the extent to which people believe them or external factors such as chance and powerful others are in control of the events that influences their lives” (Firth, Mellor, Moore and Loquet, 2004). Spector, P. E., (1982) has made the point that personality variables play an important role in understanding of a range of behaviours at the workplace. Locus of control is perhaps one of the most prominent personality variables that have been studied in a variety of work and organisational settings. Both O’Brien (1983) and Spector (1982) have provided reviews of this personality dimension as related to the work context. Findings generally suggest that internal subjects tend to be more satisfied with their jobs than do external ones, see their supervisors as higher on consideration and initiating structure report less role stress, perceive more autonomy and control, and tend to favour long job tenure. For internal subjects, attainment in the work context is seen to be more under their control and come as a result of effort. Kasperson (1982) completed a study of hospital employees, which revealed a high positive correlation between negative attitudes and external locus of control. This resulted in a low satisfaction level with the job. Those with positive attitudes are generally more satisfied with outcomes because of the amount of control they have to make things happen. Knoop (1981) discovered a relationship between persons with an internal locus of control and how they looked at their jobs in terms of skill variety, task uniqueness and consequence, self sufficiency, and feedback from the job. Persons with an internal locus of control felt that they were given more opportunities to engage in positive work outcomes. Overall, they felt more involved and felt that they had the power to make decisions. An individual's locus of control can have farreaching impact on work and life. Someone with an internal locus of control would see challenges as opportunities for learning and professional growth. In contrast, someone with an external locus of control would ignore these challenges due to their sense that learning will not have an impact on him or her. Findings of a study by Judge et al. (1998) determined that locus of control is highly correlated with selfefficacy. They define self efficacy as one's estimate of one's capabilities to mobilize the motivation, cognitive resources, and courses of action needed to exercise general control over events in one’s life.

Internal locus of control has been shown to be positively associated with job satisfaction and lower perceived stress (Rees and Cooper, 1992; Schafer and McKenna, 1991). This is because internals feel they have input into their work environment, perceive less emotional


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exhaustion, and receive higher job satisfaction (Fuqua and Couture, 1986; Whitebook et al. 1982).

Perceived Organisational Support

Research on perceived organizational support began with the observation that if managers are concerned with their employees’ commitment to the organization, employees are focused on the organization’s commitment to them. For employees, the organization serves as an important source of socio emotional resources, such as respect and caring, and tangible benefits, such as wages and medical benefits. Being regarded highly by the organization helps to meet employees’ needs for approval, esteem, and affiliation. Positive valuation by the organization also provides an indication that increased effort will be noted and rewarded. Employees therefore take an active interest in the regard with which they are held by their employer.

Organizational support theory (OST: Eisenberger, Huntington, Hutchinson, & Sowa, 1986; Rhoades & Eisenberger, 2002) holds that in order to meet socio emotional needs and to assess the benefits of increased work effort, employees form a general perception concerning the extent to which the organization values their contributions and cares about their well being. Such perceived organizational support (POS) would increase employees’ felt obligation to help the organization reach its objectives, their affective commitment to the organization, and their expectation that improved performance would be rewarded. Behavioral outcomes of POS would include increases in role and extrarole performance and decreases in stess and withdrawal behaviors such as absenteeism and turnover.

Correspondingly, unfavorable treatment that is perceived to be beyond the organization’s control will have a less negative effect on POS. For example, management could attribute a lower annual pay raises to low profits associated with weak economic conditions. By shifting the responsibility for the cutbacks from the organization itself to external circumstances over which the organization had little control, the deleterious effect of the cutbacks on POS would be reduced. POS's socio emotional function comes from findings that POS was negatively associated with strains experienced in the workplace (Cropanzano et al., 1997; Robblee, 1998; Venkatachalam, 1995)

Job Burnout and Managerial Effectiveness

The relationship between the person and organization can be studied through the intellectual standpoint, which emphasizes psychological aspects of behavior. Job burnout, its characteristics and effects on the personnel and organization has attracted the attention of many researchers in recent decades, because in this complex world, organizations are constantly acting in changing and challenging environment. The phenomenon of job burnout happens in different jobs at various levels, and usually causes many side effects in the personnel, family, and organization. The first side effect of job burnout is that the personnel, including managers of organizations, suffer from physical tiredness. Their working strength is reduced, and they feel more tiredness and disability. anorexia. Another important effect that decreases organizational performance includes less work, absence from job, frequent delays, various complaints, conflict and strife in work environment, change of position and job, or job quitting. Thus, a manager who has been afflicted with job burnout for any reason, in spite of causing irreparable losses to the organization, will put his psychological health at serious risks.


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In this respect, Moorhead and Griffin (1989) express the persons who have higher enthusiasm and strong motivations for working are the first victims of job burnout. They are hurt especially when the organization ignores their innovation. Westman et al. (2001) observe job burnout as a kind of psychological pressure caused by daily chronic stressors.

Many researchers including Masslach and Jackson (1981) and Cherniss (1992) have presented

Interactive models for justifying job burnout. According to this, job burnout stems from organizational,

Personal, and inters personal sources. The personal factor refers to the level of preparedness, type of personality, and other personal characteristics. Organizational factors relate to the organization and its variables. Social factors refer to the lack of proper and desirable human relations in formal ranking position as well as the informal structure of the relations between the personnel. In his research, Heydari (1995) considered occupational tensioncreating sources and their degree of tensioncreation from the viewpoint.

Examining the conducted researches reveals that only limited research has been done in the field of managers’ job burnout. However some of the conducted researches in Iran and other countries have studied the causes and extent of managers’ job burnout in various departments. In this respect, Asadi Dastjerdi (1997) has demonstrated in his research that various factors are effective in the development of organizational occupational tension, managerial, and situational stress of managers in the Sport Organization, and Program& Budget Organization as well. Ahmadi and Khaleefe Soltani (2002) concluded that the average job burnout in Isfahan educational managers is at a very low level. Also Arera and Ebrit (1991) in their research reached the conclusion that supervisors of higher levels have experienced job burnout in dimensions of depersonalization and lack of personal accomplishment, the main reason of which has been ambiguity in role, and unharmonized organizational policies. On the whole, the obtained results indicate that management is one of the professions that involve high levels of job burnout for various reasons. That is why managers have always been exposed to affliction with job burnout, and that has been one of the reasons of inefficiency (noncompetency) of various organizations,as job burnout relates to considerable reduction in the quality and quantity of job performance (Farber, 1985;Aust. J. Basic & Appl. Sci., 3(4): 40324039, 20094034

Naji, 1985). Considering the subject literature about job burnout and its causes and the ways to confront with this phenomenon, the present research is going to identify the extent, sources, and the coping strategies with job burnouts of senior managers in organizations.

Locus of control and Managerial Effectiveness

As an aspect of personality, LOC measures an individual expectancies for internal vs. external control of reinforcement (Rotter, 1966).Specifically, it refers “to the extent to which people believe they or external factors such as chance and powerful others are in control of the events that influences their lives” (Firth, Mellor, Moore & Loquet,2004).

Hamid (1994) found that individuals from a collectivist society like the Chinese are more likely to have an external locus of control than individuals from individualistic society like New Zealand. Further, in comparison of 24 different nations, researchers found that


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Taiwanese people tend to have external LOC based on the findings that they had the sixth highest LOC score of the countries studied (Spector et al, 2001).

A study investigated whether the leader’s locus of control moderated the relationship between perceived leader influence behaviours and certain subordinate outcome variable. The results showed that locus of control did significantly moderate the effect of supervisor influence on productivity and subordinate satisfaction with supervision. (Johnson, Luthans & Hennessey ,1984)

Singh and Rhoads (1991) found that those with an internal locus of control experience less role ambiguity, since they tend to be better informed about their role and task environment. Similiarily, Von Emster & Harrison (1998) argued that “Internals” have a great sense of control over situations and experience less role ambiguity as a result.

Pestonjee and Singh (1981) investigated the moderating effect of Locus of control on th stress and job satisfaction relationship in 101 role incumbents of a private electricity supply company. The authors concluded on the basis of their study that one way to reduce stress is to provide a better fit between the job demand’s and the person’s physiological, and social needs. For example, internals can be assigned those jobs which involve greater integrity and sense of responsibility whereas jobs which make lesser demands on the ability ,motivation, etc., are best suited for externals. Research has indicated that Locus control has moderated the relationships between selfrole distance and satisfaction with the job, selfrole distance and satisfaction with onthejob situations, selfrole distance and satisfaction as a whole, role ambiguity and satisfaction with the job, and role isolation and personal adjustment (Pestonjee D .M. and Singh GP., 1983) Support from a variety of sources focusing on problems at work was found to be stress buffering from internals whereas supervisory support was directly related to job satisfaction for externals. (Cummins, 1989). A further research indicated that externally controlled subjects perceived more stress in three areas viz Role expectation conflict ,Role overload, and Role ambiguity(Malik & Sabharwal,1999). Locus of control was a significant and positive predictor of job satisfaction. (AbdelHalem, 1980).

Perceived Organisational Support and Managerial Effectiveness

Researchers reporting positive relationships of POS with affective commitment and performance have often assumed employees' felt obligation to be an underlying process. However, only recently has felt obligation been directly assessed as a mediator of POS outcome relationships. Consistent with organizational support theory, Eisenberger et al. (2001) reported that felt obligation mediated the relationships of POS with affective commitment, inrole performance, and extrarole performance. To the extent that the POS felt obligation association is due to the norm of reciprocity, the strength of this association should be influenced by employees' acceptance of the reciprocity norm as a basis for employeeemployer relationships. Employee exchange ideology refers to employees' belief that it is appropriate and useful to base their concern with the organization's welfare and their work effort on how favorably they have been treated by the organization (Eisenberger et al., 1986). Employees with a high exchange ideology showed stronger relationships of POS with felt obligation to the organization (Eisenberger et al., 2001), job attendance (Eisenberger et al., 1986), and extrarole performance (Ladd, 1997; Witt, 1991). Mediation of POSoutcome relationships by felt obligation, together with the moderation of these associations by employee exchange ideology, indicates that reciprocity is a basic mechanism contributing to POS's associations with various behavioral outcomes.


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Similar to the needsfulfilling role served by perceived support from friends and relatives in everyday life (Cobb, 1976; Cohen & Wills, 1985), organizational support theory supposes that POS meets needs for emotional support, affiliation, esteem, and approval. According to Gouldner (1960), the obligation to reciprocate favorable treatment increases with the benefit's value, including the benefit's relevance to the recipient's specific needs. Therefore, the obligation to repay POS with enhanced performance should be greater among employees with high socioemotional needs. Accordingly, police patrol officers having higher needs for approval, esteem, emotional support, or affiliation showed a stronger relationship of POS with DUI arrests and issuance of speeding tickets (Armeli et al., 1998).

According to organizational support theory, the relationship between performancereward expectancies and POS should be reciprocal (Eisenberger et al., 1986; Shore & Shore, 1995). Favorable opportunities for rewards would convey the organization's positive valuation of employees' contributions and thus contribute to POS (cf. Gaertner and Nollen, 1989). POS, In turn, would increase employees' expectancies that high performance will be rewarded. Consistent with these views, the metaanalysis by Rhoades and Eisenberger (2002) found that opportunities for greater recognition, pay, and promotion were positively associated with POS. Additional research is needed concerning the mediating role of reward expectancies in the relationship between POS and performance.

The use of moderator variables in stress research has become almost a routine ever since scholars realised that the relationship between burnout and iys related outcomes is not as simple as it looks. As far as the author’s knowledge is concerned, the research is the first of its kind incorporating locus of control and perceived organisational support as moderators for Job Burnout and Managerial effectiveness relationship.

2. Materials and Method

Hypotheses Development

An examination of the relevant literature allowed for some specific hypothesis to be formed in the study. Following hypotheses have been formulated for empirical testing:

Figure 1: Relationship between Job Burnout and Managerial Effectiveness

Based on the framework, it can be hypothesized that:

H1: There is a significant and negative relationship between Depersonalisation and Managerial Effectiveness

H2: There is a significant and negative relationship between Personal Accomplishment and Managerial Effectiveness

H3: There is a significant and negative relationship between Emotional Exhaustion and Managerial Effectiveness


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Figure 2: Relationship between Locus of Control and Managerial Effectiveness H4: There is a significant and positive relationship between Locus of Control and

Managerial Effectiveness

Figure 3: Relationship between Locus of Control and Managerial Effectiveness

H5: There is a significant and positive relationship between Perceived Organisation Support and Managerial Effectiveness

Figure 4: Perceived Organisation Support, Locus of Control, Job Burnout and Managerial Effectiveness relationship

Based on the framework, it can be hypothesised that:

H6: Locus of Control significantly moderates the relationship between Depersonalisation and Managerial Effectiveness

H7: Locus of Control significantly moderates the relationship between Personal Accomplishment and Managerial Effectiveness

H8: Locus of Control significantly moderates the relationship between Emotional Exhaustion and Managerial Effectiveness

H9: Perceived Organisation Support significantly moderates the relationship between Depersonalisation and Managerial Effectiveness

H10: Perceived Organisation Support significantly moderates the relationship between Personal Accomplishment and Managerial Effectiveness

H11: Perceived Organisation Support significantly moderates the relationship between Emotional Exhaustion and Managerial Effectiveness

Research Method

Sample


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The sampling frame comprised Managers (Males) from different Private sector organizations. Thirty Private sector Organisations from Delhi and NCR were randomly picked to take part in the research. The sample included 550 managers. Questionnaires were distributed to these managers and they were asked to complete them and return them to the researchers.

Methods of Analysis

A Statistical Package for Social Science (SPSS) was used to analyze the questionnaire data. Firstly, exploratory factor analysis (varimax rotation) and confirmatory factor analysis (i.e., Kaiser Meyer Olkin, Bartlet’s test of sphericity, eigenvalues, variance explained and Cronbach alpha) were used to assess the validity and reliability of measurement scales (Hair et al., 2006). Secondly, Pearson correlation analysis and descriptive statistics were conducted to assess the research variables and the usefulness of the data set (Foster et al., 1998; Yaacob, 2008). Finally, a hierarchical regression analysis, as recommended by Cohen & Cohen (1983), was used to measure the moderating effect of Mentoring in the hypothesized model. Moderating effect is an interaction that shows the degree of relationship between the independent variables and dependent variables and that will change if other variables exist in the relationship (Cohen & Cohen, 1983; Jaccard et al., 1990).

Measures

The measures used in this study were borrowed from their original source and adapted from Indian work setting.

Perceived Organisational Support (POS)

Subsequent exploratory and confirmatory factor analyses with employees from diverse occupations and organizations provide evidence for the high internal reliability and unidimensionality of Eisenberger et al.’s scale (Survey of Perceived Organizational Support; SPOS), both in its original, 36item form and subsequent, shorter versions (e.g.,Armeli, Eisenberger, Fasolo, & Lynch, 1998; Eisenberger, Fasolo, & DavisLaMastro, 1990; Lynch, Eisenberger, & Armeli, 1999; Shore & Tetrick, 1991; Shore & Wayne, 1993). The present research used 8iem scale. This 8item scale follows the recommendation of Rhoades and Eisenberger (2002, p. 699) that “Because the original scale is unidimensional and has high internal reliability, the use of shorter versions does not appear problematic. Prudence nevertheless dictates that both facets of the definition of POS (valuation of employees’ contribution and care about employees’ wellbeing) be represented in short versions of the questionnaire.”Examples of items are: The Organization values my contribution to its well being, The organization cares about my general satisfaction at work. A 7point scale is used in scoring responses ranging from “Strongly disagree” (0) to “Strongly agree” (4). , Cronbach coefficient alpha for POS was found to be .87

Job Burnout Scale (MBI)

The revised Maslach Burnout Inventory (Maslach,C., & Jackson,S.1981 b) was used to measure the level of professional burnout perceived by the managers. The MBI consists of 22 statements of feelings related to work and involves three independent aspects of the burnout syndrome: emotional exhaustion (9 items), the personal accomplishment (8 items), and depersonalization (5 items). Every item in the Maslach Burnout Inventory is rated on a 6 point Likert type scale ranging from 1 (A Few Times a Year) to 6 (Everyday). A value of


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zero is scored if the subject indicates that he/she has never experienced the particular feeling or attitude described.

We chose this measure because it is the most established measure of the three dimensions of burnout. It exhibits adequate internal consistency reliability (α > .72; Jackson, Schwab, & Schuler, 1986; Lee & Ashforth, 1993). Several confirmatory factor analyses showed that the factor structure of the responses corresponds to the conceptual model (Lee & Ashforth, 1993; Maslach & Jackson, 1981).

By now, the Masslach and Jackson job burnout questionnaire is used in several studies in various countries of the world including Iran, in order to examine job burnout of organizations’ personnel (Rafiee 1994, Abdi1994, Badri 1995, Beigi 1999, Darani and Lavasani 2000, Anderfoolen 2006, Boyd 2006, Killion 2006, Eraraand Eberit 1991, and Neomann 1991), which is a proof of the validity of this instrument. Masslach and Jackson rated internal reliability of each of the subscales of emotional exhaustion, depersonalization, and lackof personal accomplishment as 0.90, 0.79, and 0.71 respectively. Not with standing this, the researcher administered the questionnaire in a sample of 30 people before the final administration. For the three subscales, Cronbach coefficient alpha of .86 was registered for emotional exhaustion, .78 for personal accomplishment, .75 for depersonalization (Maslach & Jackson, 1981). Sample items from the scale include “I feel emotionally drained from my work,”“1 deal very effectively with the problems of my clients,” and “I feel some clients blame me for some of their problems.”)

Managerial Effectiveness Questionnaire (MEQ)

This scale developed by Gupta (1996) consists of 45 items, which describes managerial behaviours incorporating 16 factors of managerial effectiveness. The respondents are required to indicate how frequently they behave or act in that way. A five point Likert rating scale was used to get the response (namely:5=Always;4=Usually;3 Doubtful;2=sometimes;1=never). A high score on the scale indicates high managerial effectiveness. The scale is reported to have satisfactory reliability as well as validity (Gupta, 1996). In the present study, instead of taking 16 factors separately, overall managerial effectiveness was taken into account. Overall effectiveness was found to be significant on factor analysis (α=..75)

Locus of Control Inventory (LOCO)

This scale was developed by Udai Pareek (1992). The LOCO inventory has 10 items each for internality, externality (others), and externality (luck). A 5point scale is used in scoring responses ranging from “hardly feel” (0) to “Strongly feel” (4).An example item is : “The cause of my career largely depends on me and My promotion in the organisation depends mostly on my ability and effort”. The three dimensions of Locus of control are: Internal (I), External (EO), External (EC). Out of three dimensions only one dimension viz., Internal locus of control was found to be significant (α=.80)

Table 1 shows the results of validity and reliability analyses for measurement scales. A factor analysis with the varimax rotation was first done for five variables with 73 items. After that, KaiserMayer Olkin Test (KMO) which is a measure of sampling adequacy was conducted for each variable and the results indicated that it was acceptable. Relying on Hair et al., (2006) and Nunally & Bernstein’s (1994) guideline, these statistical analyses showed that (1)


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the value of factor analysis for all items that represent each research variable was 0.5 and more, indicating the items met the acceptable standard of validity analysis, (2) all research variables exceeded the acceptable standard of KaiserMeyerOlkin’s value of 0.6, were significant in Bartlett’s test of sphericity, (3) all research variables had eigen values larger than 1, (4) the items for each research variable exceeded factor loadings of 0.50 (Hair et al., 2006), and (5) all research variables exceeded the acceptable standard of reliability analysis of 0.70 (Nunally & Bernstein, 1994). These statistical analyses confirm that measurement scales have measured the same constructs and met the acceptable standard of construct validity and reliability analyses as shown in Table 1. As seen from Table 1, the instruments used in this study were reliable, with coefficients ranging from 0.75 to 0.86, which exceeded the minimum acceptance level of 0.70 (Nunnally,1978).

Table 1: Results of Validity and Reliability Analyses for Measurement Scales

Note:** significant at .05 levels POSPerceived Organisational Support ILOCInternal Locus of Control MEManagerial Effectiveness

Table 2 also shows the results of testing the relationship between Job Burnout dimensions and Managerial Effectiveness. First, Depersonalisation significantly correlated with Managerial Effectiveness (r=.44, p>0.01), therefore H1 was supported. Second, Personal Accomplishment significantly correlated with Managerial Effectiveness (r=.42, p<0.01), therefore H2 was supported. The third hypothesis that Emotional Exhaustion is significantly correlated with Managerial Effectiveness is also proved in the present study(r=.44, p<0.01), These statistical results showed that Depersonalization, Personal Accomplishment and Emotional Exhaustion are important predictors of Managerial Effectiveness, in the organizational sector sample. The results also depicts that Perceived Organisational support and Internal locus of control are significantly and positively related to Managerial Effectiveness (r=.52, p>0.01, r=.64, p>0.01), which further proves the fourth and fifth hypotheses of the present study.

Table 2: Pearson Correlation Analysis and Descriptive Statistics


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Note: ** p < 0.01; * p < 0.05 POSPerceived Organisational Support ILOCInternal Locus of Control MEManagerial Effectiveness

Outcomes of Testing Research Hypotheses

Table 3 shows the results of testing hypotheses using a hierarchical regression analysis. It shows dimensions of Job Burnout independent variable (independent variable) was entered in Step 1,and moderating variable (Perceived Organisational Support ) in step 2 and interaction (between Job Burnout and Perceived Organisational Support) in Step 3. Managerial Effectiveness was used as the dependent variable. An examination of multi colinearity shows that the tolerance values for the relationships: (1) between Depersonalization and Managerial Effectiveness was .74, and (2) between Personal Accomplishment and Managerial Effectiveness was .71 and (3) between Emotional Exhaustion and Managerial Effectiveness was .74. While, the tolerance values for the relationships: (1) between Depersonalization, Perceived Organisational Support and Job Satisfaction were .72, (2) between Personal Accomplishment, Perceived Organisational Support and Job Satisfaction was .78 and (3) between Emotional Exhaustion, Perceived Organisational Support and Job Satisfaction was.77. Similarly, for Internal Locus of Control for the relationships:, between Depersonalization, Internal Locus of Control and Job Satisfaction were .64, (2) between Personal Accomplishment, Internal Locus of Control and Job Satisfaction was .73 and (3) between Emotional Exhaustion, Internal Locus of Control and Job Satisfaction was.72. These tolerance values were more than tolerance value of .20 (as a rule of thumb), indicating the variables were not affected by multicollinearity problem (Fox, 1991; Tabachnick & Fidell, 2001).

Table 3: Hierarchical Regression Results with Perceived Organisational Support as a Moderating Variable

Independent Variable Job Burnout

Std Beta Step 1

Std Beta Step 2

Std Beta Step 3

Depersonalisation Personal Accomplishment Emotional Exhaustion

..44** ..46** .38**

.42** .40** .36**

.32** .28** .31**

Moderating Variable POS 0.56** 0.66**


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Interaction Term Depersonalisation * POS Personal Accomplishment* POS Emotional Exhaustion* POS

.22**

.17**

.23** R²Adj R² R² Change Sig.F Change

0.266 0.252 0.266 0.000

0.518 0.514 0.252 0.000

0.886 0.884 0.368 0.000

Note: ** p < 0.01; * p < 0.05

As shown in Table 3, when the three Job burnout variables were entered into the regression analysis in the first step, the coefficient of determination (R 2 ) was found to be 0.246 indicating that 26.6% of managerial effectiveness is explained by the Independent Variable (Job Burnout). In step 2, to test whether Perceived Organisational Support serves as an independent variable, a second regression was undertaken. By adding Perceived Organisational Support as independent variables, the R 2 increased to 51.8%. This R 2 change (0.252) is significant. This implies that the additional 25.2% of the variation in managerial effectiveness is explained by Perceived Organisational Support. The Fstatistics is significant (p = 0.000) suggesting that the proposed model was adequate. As can be seen from Table 2, Perceived Organisational Support had a positive relationship with managerial effectiveness.

From the first regression model, it can be observed that Depersonalisation ( = .44), Personal Accomplishment ( = .46) and Emotional Exhaustion ( = .38) had a significant and negative relationship with managerial effectiveness at 0.05 level. These results provided full support for the first hypothesis of the study.

To examine the moderating effect of Perceived Organisational Support, a third regression model was developed by adding the interaction terms. As shown in Table 3, the R 2 increase of 36.8% is significant. This means that Perceived Organisational Support did serve as a moderator in seeing the effect of Job Burnout variable on managerial effectiveness. Thus, hypotheses 6 to 8 are also proved.

Table 4 shows the results of Internal locus of control as a moderator

Table 4: Hierarchical Regression Results with Internal Locus of Control as a Moderating Variable

Independent Variable Job Burnout

Std Beta Step 1

Std Beta Step 2

Std Beta Step 3

Depersonalisation Personal Accomplishment Emotional Exhaustion

..44** ..46** .38**

.34** .38** .32*

.32** .37** .29**

Moderating Variable ILOC 0.72** 0.68** Interaction Term Depersonalisation * ILOC Personal Accomplishment* ILOC Emotional Exhaustion* ILOC

.14**

.21**

.15** R² 0.266 0.525 0.942


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Adj R² R² Change Sig.F Change

0.252 0.266 0.000

0.514 0.109 0.000

0.938 0.417 0.000

Note: ** p < 0.01; * p < 0.05

The effect of the Job Burnout on Managerial Effectiveness has already been explained in the previous paragraphs. In step 2, to test whether Internal Locus of Control serves as an independent variable, a second regression was undertaken. By adding Internal Locus of Control as independent variables, the R 2 increased to 52.5%. This R 2 change (0.109) is significant. This implies that the additional 11% of the variation in managerial effectiveness is explained by Internal Locus of Control. The Fstatistics is significant (p = 0.000) suggesting that the proposed model was adequate. As can be seen from Table 3, Internal Locus of Control had a positive relationship with managerial effectiveness.

To examine the moderating effect of Internal Locus of Control, a third regression model was developed by adding the interaction terms. As shown in Table 3, the R 2 increase of 41.7% is significant. This means that Internal Locus of Control did serve as a moderator in seeing the effect of Job Burnout Variables on managerial effectiveness. Thus, remaining three hypotheses (9to11) are also proved.

4. Conclusion / Suggestions/ Findings

The Major objective of the present research was to find out the impact of Job Burnout on Managerial effectiveness and investigate the moderating effects of Perceived Organisational Support and l Locus of Control on Job Burnout and Managerial Effectiveness relationship. Findings of the study suggest a strong support for the hypotheses set in the study. The outcome derived from the study do suggests that Job Burnout has a negative and significant impact on Managerial Effectiveness. This result is supported by the researches done in the past. Arera and Ebrit (1991) in their research reached the conclusion that supervisors of higher levels have experienced job burnout in dimensions of depersonalization and lack of personal accomplishment, the main reason of which has been ambiguity in role, and un harmonized organizational policies. On the whole, the obtained results indicate that management is one of the professions that involve high levels of job burnout for various reasons. That is why managers have always been exposed to affliction with job burnout, and that has been one of the reasons of inefficiency (noncompetency) of various organizations, as job burnout relates to considerable reduction in the quality and quantity of job performance (Farber, 1985;Naji, 1985).

The moderating roles of Percieved Organisational Support and Locus of control between Job Burnout and Managerial Effectiveness relationship, has not received much attention in earlier studies. Although there are studies supporting the relationship between Perceived Organisational Support and Managerial Effectiveness. According to organizational support theory, the relationship between performancereward expectancies and POS should be reciprocal (Eisenberger et al., 1986; Shore & Shore, 1995). Favorable opportunities for rewards would convey the organization's positive valuation of employees' contributions and thus contribute to POS (cf. Gaertner and Nollen, 1989). POS, In turn, would increase employees' expectancies that high performance will be rewarded. Consistent with these views, the metaanalysis by Rhoades and Eisenberger (2002) found that opportunities for greater recognition, pay, and promotion were positively associated with POS Locus of Control and Managerial effectiveness Coleman, Irving & Cooper, 1999; Spector, 1988; Witt, 1990).The


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present study derived that Managers with Internal Locus of control are more satisfied with their jobs and hence they are more committed towards their Organisation. The reason for this is that these managers believe in the philosophy that they are the masters of their own destinies and hence are more focussed in their work. A study done by Johnson, Luthans & Hennessey, 1984, showed that locus of control did significantly moderate the effect of supervisor influence on productivity and subordinate satisfaction with supervision. Singh and Rhoads (1991) found that those with an internal locus of control experience less role ambiguity, since they tend to be better informed about their role and task environment. Similarly, Von Emster & Harrison (1998) argued that “Internals” have a great sense of control over situations and experience less role ambiguity as a result.

Given the highly competitive nature of today's economy, the head of the Organisation need to realise that managers should perceive organisation as supportive in order to make them more committed to organisation. The implications is that that there is a need of organisational/Industrial psychologist to design programmes to incorporate a feeling of organisational support and strong Internal locus of control so as to compete with the challenges .Young managers may be supported by senior managers to minimise job burnout and thereby become more effective . Managers with high Internal locus of control will make them more satisfied hence more committed to the organisation..

The available literature shows that this paper is the first to consider the moderating effect of Perceived Organisational Support and Locus of control on Job BurnoutManagerial Effectiveness relationship.

4.1 Managerial Implications

The study gives us a view that Perceived Organisational Support and Locus of control acts as a moderator between two important variables i.e., Job Burnout and Managerial Effectiveness. Therefore, Organisations need to realise that managers should perceive organisation as supportive in order to make them more committed to organisation. Managers with internal locus of control helps in making them satisfied and thus, more committed or loyal to the organisation. This study is quite rewarding in today’s scenario as having a committed workforce is the need of the hour and managers must know what strengthen link between job Burnout and Managerial Effectiveness.

Given the highly competitive nature of today’s economy and the losses or gains that organisations experience due to the value of advanced human capital, we anticipate the interest in both organisational commitment by managers and researchers will continue.

4.2 Limitations

The findings of this study are subject to several limitations. First, the samples of this study are only limited to only middle level Managers. Although the gender distribution of the samples in this study (100% male) is consistent with that of the population, the results of this study might suffer from the generalisation of the findings to other industries that have equal gender distribution. The sample in this research is restricted to Managers; future research should examine other occupations/professions as well as determining the applicability of these results to different levels in the organization.


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