The Relationships between Cognitive Dissonance and Job Burnout: Moderating Effects of Psychological and Social Contexts

• Main Authors: Fui-HwaChong, 張惠華
• Other Authors: Hao-Chieh Lin
• Format: Others
• Language: en_US
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/91300737307977282695

碩士 === 國立成功大學 === 國際經營管理研究所碩士班 === 101 === This study employs the Job Demands-Resources (JD-R) model to examine the relationship between cognitive dissonance and job burnout as well as the moderating roles of psychological empowerment, psychological safety, leader-member exchange (LMX), and team-member exchange (TMX) on this relationship. Research results based on a sample collected from 231 employees at the National Cheng Kung University show that cognitive dissonance produces a positive effect on employee’s job burnout; however, all moderating effects are not supported. Additionally, the result shows that workload is a key contributor of employee’s job burnout. Specifically, employees are concerned more with the volume of their daily tasks instead of the working environment. Based on the findings, implications and suggestions are proposed in order for preventing university employees from the issue of job burnout. Limitations and directions for future research are discussed as well.