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Synology DS111, DS211, DS212+ NAS, Seagate BlackArmor NAS 220, QNAP ARM based including TS-410what make the earth keep on revoving? -is love_百度知道
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出门在外也不愁From Wikipedia, the free encyclopedia
Emotional exhaustion is a chronic state of physical and
depletion that results from excessive job and/or personal demands and continuous . It describes a feeling of being emotionally overextended and exhausted by one's work. It is manifested by both physical
and a sense of feeling psychologically and emotionally "drained".
Most emotional exhaustion research has been guided by Maslach's and Jackson's three-component conceptualization of . This model suggests burnout consists of three interrelated parts: emotional exhaustion, depersonalization, and diminished personal accomplishment. , also called , refers to a set of callous and insensitive behaviors displayed by a worker toward a client.[] Diminished personal accomplishment refers to negative evaluations of the .
The level of emotional exhaustion which is experienced by an employee is influenced by a variety of determinants, such as: personal resources, , , and supervisory regulation of .
Personal resources, such as status, social support, money or shelter, may reduce or prevent an employee's emotional exhaustion.
According to the
(COR), people strive to obtain, retain and protect their personal , either instrumental (e.g., money or shelter),
(e.g., social support or status) or
(e.g., self-esteem or sense of autonomy). The COR's theory suggest that people must invest resources in order to protect against resource loss, recover from losses, and regain resources. Therefore, those with greater resources are less vulnerable to resource loss and more capable of orchestrating resource gain, whereas, for those with fewer resources, ongoing resource loss may result in a rapid influential loss spiral.
In a , those experiencing higher levels of job
(the freedom to take initiative and exercise discretion in decision-making), low task complexity, supervisory support, and the
(a tendency to attribute events to one' such as, the tendency to attribute a success to internal causes, like one's ability or effort, rather than external causes, such as good luck), tend to experience lower degrees of emotional exhaustion .
Similarly, researchers reveal that even though higher degree of using
on the job is related to higher levels of employees' emotional exhaustion, when employees believe that they have autonomy in their job behaviors, emotion regulation, that is otherwise exhausting, is not associated with exhaustion at all .
Another field study, basing on a
of call-center workers in a large telecommunications corporation, indicate that employees who are highly identified with the service work, possess higher levels of
(the belief in one'), and receive social support from their supervisors, are less likely to experience emotional exhaustion.
Main article:
Researchers suggest that emotional exhaustion may be a result of using inadequate
in order to cope with problematic events on the job.
Accordingly, there are empirical evidences that employees, who tend to use more , which are considered more productive strategies (concerned with addr such as direct action and help seeking) tend to experience lower levels of emotional exhaustion than do those who tend to use more , which are considered inadequate strategies, (us such as
with the problematic situation).
Regional and national
have been shown to have different norms for , and vary in their expectations for regulating and expressing emotions in the workplace. Such differences are part of the emotional culture of those cultures. For example, some cultures are more institutionally-oriented, with strong norms about regulating emotions to fulfill institutional roles and standards, whereas other cultures are more impulsively-oriented that value expressing unregulated emotions.
An example of a culture with a strong institutional-orientation toward emotions is the , due to the strong American norm to act positively and hide negative , ("the service with a smile" norm); Whereas,
can be used as an example of a country with a more -orientation toward emotions.
People within cultures that tend to use an impulsive orientation to understand and evaluate social situations are likely to feel more personal control over their expressions than people within institutional-oriented cultures, resulting in more of a buffer against strain and emotional exhaustion.
On the basis of those arguments, an organizational
investigated the influence of emotional culture on the degree of emotional exhaustion experienced by employees who work on jobs that include interaction with clients and
demands. In this study, among employees working at such jobs, those who belonged to more impulsive-oriented culture (France) showed lower degrees of emotional exhaustion, than those who belonged to more institutional-oriented culture (U.S.).
Supervisors are likely to be important definers of interpersonal demands at the job level, given their direct influence on worker's beliefs about high-performance expectations. Moreover, supervisors' impressions of the importance of display rules (the rules about what kind of
are allowed to be expressed on the job) influence the employees' impressions of these display rules.
Recent study also suggests that employees who hold the same job (e.g., call center representatives) may experience the same "display rules" differently if they work for different supervisors, who vary in the emphasis they place on their subordinates' interpersonal role requirements, and by so, experience different levels of emotional exhaustion. Such that having a supervisor who places greater importance on interpersonal job demands results in greater emotional exhaustion (especially for those subordinates who have low
Current models of how emotion regulation impacts strain focus on intraindividual processes that operate within the mind and body of the person regulating the emotion, but these models have several limitations
Research indicates that emotion regulation is sometimes positively, sometimes negatively and sometimes not associated with strain. The intraindividual models do not predict when strain increases or decreases.
The existing models do not distinguish between amplification and suppression of emotion, even though results tend to differ for them.
These models do not refer to the social or interpersonal functions of emotions.
They also do not explain the different effects that different discrete emotions have on strain (e.g. pleasant vs. unpleasant).
Cote (2005) suggests a social interaction model that takes into account these limitations. In this model, work strain is predicted according to:
The type and authenticity of the emotion expressed by a sender in an interpersonal situation.
Receiver's skill of decoding emotion display.
Sender's response to receiver's reaction.
According to Cote (2005), interpersonal feedback is far more potent than intraindividual feedback, and dominates if the two processes are in opposition. The social interaction model suggests an alternate route by which to proceed with theory building and future research.
Researches have linked emotional exhaustion to a plethora of ailments, and a general breakdown in feelings of community. However, a growing body of research has begun to demonstrate that emotional exhaustion can have deleterious consequences for o
For example, Russell Cropanzano and his colleagues, in their two field studies, indicate that exhausted employees show lower , lower job performance, less
(OCB) directed toward the organization (OCBO) and their supervisors (OCBS), and higher
intentions. They suggest that emotional exhaustion can be seen as a cost that qualifies the value of any benefits received through employment, and so that an organization, which overworks its employees to the point of emotional exhaustion, may be seen as unfair.
Similarly,
found that exhausted employees show not only lower job performance, but also more absences, and greater likelihood of seeking
elsewhere (actual voluntary turnover).
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