Job Burnout and Organizational Cynicism Among Employees in Nigerian Banks

European Scientific Journal, Aug 2017

Job burnout and organizational cynicism are two intertwined phenomena which have adverse effects on organizations. The main purpose of this study is to examine the relationship between job burnout and organizational cynicism of employees in Nigerian Banks. The study adopted the cross-sectional survey method which is a form of the quasi-experimental research design. The study had a sample size of 214 employees drawn out from an accessible population of 499 bank employees in Port Harcourt using the Krejcie& Morgan (1970) table. The study research instruments were distributed to the accessible population using the Bowley’s (1964) population allocation formula of proportion. The Spearman rank correlation coefficient was used in testing the study hypotheses. The study findings reveal that there is a significant relationship between the two dimensions of job burnout used in this study and organizational cynicism. The study recommended among others that banks should give their employees breaks and time off from time to time in order to guide against emotional exhaustion since it has a significant relationship with organizational cynicism, this would give employees the opportunity to balance their work-life and family life. Conclusively, the study has extensively looked at the relationship between job burnout and organizational cynicism.

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Job Burnout and Organizational Cynicism Among Employees in Nigerian Banks

European Scientific Journal August 2017 edition Vol.13 Job Burnout and Organizational Cynicism Among Employees in Nigerian Banks 0 Department Of Management, Faculty Of Management Sciences, University Of Port Harcourt , Rivers State , Nigeria Job burnout and organizational cynicism are two intertwined phenomena which have adverse effects on organizations. The main purpose of this study is to examine the relationship between job burnout and organizational cynicism of employees in Nigerian Banks. The study adopted the cross-sectional survey method which is a form of the quasi-experimental research design. The study had a sample size of 214 employees drawn out from an accessible population of 499 bank employees in Port Harcourt using the Krejcie& Morgan (1970) table. The study research instruments were distributed to the accessible population using the Bowley's (1964) population allocation formula of proportion. The Spearman rank correlation coefficient was used in testing the study hypotheses. The study findings reveal that there is a significant relationship between the two dimensions of job burnout used in this study and organizational cynicism. The study recommended among others that banks should give their employees breaks and time off from time to time in order to guide against emotional exhaustion since it has a significant relationship with organizational cynicism, this would give employees the opportunity to balance their work-life and family life. Conclusively, the study has extensively looked at the relationship between job burnout and organizational cynicism. Organizational cynicism; job burnout; emotional exhaustion; inefficacy; burnout syndrome; cynicism - a worker believes that his/her efforts are not relevant to solve the different problems of the organization, such an employee can result to cynicism (McClough, Rogelberg, Fisher, & Bachiochi, 1998) . There is a spectrum of negative effects, emotions and feelings of organizational cynicism like jealousy, fear, sadness, disappointment, embarrassing feeling about the organization, hopelessness, dishonour, irritation, depression, anger, shame, boredom, contempt, lost, exhaustion, fatigue, despair, disturbance, dissatisfaction and hopelessness about the staff and organization, detachment, enslavement, alienation, disbelief of others, misery, doubt, disdain, discouragement, and underestimation; and cynicism is relates with reduction in organizational performance, conflicts among workers, staff circulation acceleration, brain drain, absenteeism, abasement, scorn, resignation, suspicion, withdrawal behaviour, contempt, disillusionment, job turnover, and burnout (Clarke, 1999; Dean, Brandes&Dharwadkar, 1998; Naus, Van Iterson, & Roe, 2007; Ozgener, Ogut& Kaplan, 2008; Ozler, Atalay&Sahin, 2010; Ozler&Atalay, 2011; Abraham, 2000; Shahzad&Mahmood, 2012; Andersson, 1996; and Andersson& Bateman, 1997) . Burnout Syndromes include such factors as mental, emotional and physical fatigue, disappointment, exhaustion, loss of energy, failure, unfulfilled wishes, cynicism, ineffectiveness, working conditions, and family experience (Freudenberger, 1974; Dimitrios&Konstantinos, 2014) . Burnout reactions represent people who withdraw, alienate themselves, and appear depressed as they go through the dynamics of their job and simply survive to qualify for a pension (Stohr, Lovrich, & Wilson, 1994). In addition, Schaufeli, & Bakker (2004) refer to job burnout as the connection between job demands and job resources. Employees experience job burnout in their daily communications with co-workers and customers and can be associated to both individual and organizational factors (Dimitrios&Konstantinos, 2014). Employees react to burnout syndromes in their workplaces by developing a cynical temperament towards the organization. In modern times, employees in banks are especially among the workgroups affected by burnout syndrome. The intense work load and long hours required by banking organizations leads to organizational cynicism which has negative effects on the organization (Ozgener, Ogut, & Kaplan, 2008). Job burnout of personnel will reduce effectiveness and efficiency of the organization; in this event, the organization will not attain its goals and aspirations (Love, Peter, Goh, Hogg, Robson, & Irani, 2011) . Most research studies have linked burnout with several negative variables, but very few researches have been carried out on the specific relation between job burnout and organizational cynicism. Over the years, researchers have become curious about the subjects relating to organizational cynicism. Chiaburu, Peng, Oh, Banks, &Lomeli (2013) reveals that organizational cynicism is associated with diverse inexpedient outcomes such as abridged organizational commitment, heightened employee turnover intentions and declining performance. These negative payoffs are also ramifications of job burnout, which convey that a connection exists between job burnout and (...truncated)


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Omoankhanlen Joseph Akhigbe, Oyam-Jajaboma Gail. Job Burnout and Organizational Cynicism Among Employees in Nigerian Banks, European Scientific Journal, 2017, Volume 13, Issue 22,