Occupational identity, work, and burnout among managers: Do high performance human resource management practices play a moderator role?

dc.contributor.authorHamouche, Salima
dc.contributor.authorMarchand, Alain
dc.date.accessioned2021-02-21T06:47:08Z
dc.date.available2021-02-21T06:47:08Z
dc.date.copyright© 2021
dc.date.issued2021
dc.descriptionThis article is not available at CUD collection. The version of scholarly record of this article is published in Journal of Workplace Behavioral Health (2021), available online at: https://doi.org/10.1080/15555240.2021.1877553en_US
dc.description.abstractThis study seeks to examine the association between managers’ occupational identity, high performance management practices, and managers’ burnout. We propose a theoretical model that integrates identity theory into stress and human resource management research. We investigate the proposition that a weak verification of manager’s identity will be associated with a higher level of burnout, and that high-performance human resource management practices (HPHRMPs) moderate this association. Data came from SALVEO, a cross-sectional study conducted in the province of Quebec (Canada). Data were obtained from 314 managers nested in 56 workplaces. The results show a significant association between a low level of verification of some standards of the manager’s identity and burnout, mainly work demands and recognition. Thus, a low level of identity verification regarding work demands is associated with a low level of burnout. While a low level of identity verification regarding recognition is associated with a high level of burnout. HPHRMPs do not moderate the relation between managers’ verification of occupational identity and burnout. Seldom are studies that have analyzed the link between managers’ occupational identity, burnout, and HPHRMPs. By integrating the theory of identity, the theoretical model developed in this research offers a new perspective to explain managers’ burnout. © 2021 Taylor & Francis Group, LLC.en_US
dc.identifier.citationHamouche, S. & Marchand, A. (2021). Occupational identity, work, and burnout among managers: Do high performance human resource management practices play a moderator role? Journal of Workplace Behavioral Health, 36(1), 24-47. https://doi.org/10.1080/15555240.2021.1877553en_US
dc.identifier.issn15555240
dc.identifier.urihttps://doi.org/10.1080/15555240.2021.1877553
dc.identifier.urihttp://hdl.handle.net/20.500.12519/336
dc.language.isoenen_US
dc.publisherRoutledgeen_US
dc.relationAuthors Affiliations : Hamouche, S., Faculty of Management, Canadian University Dubai, Dubai, United Arab Emirates; Marchand, A., School of Industrial Relations, University of Montreal, Montreal, Canada
dc.relation.ispartofseriesJournal of Workplace Behavioral Health;
dc.rightsTaylor & Francis grants reuse rights for Taylor and Francis created article abstracts free
dc.rights.holderCopyright : © 2021 Taylor & Francis Group, LLC.
dc.subjectburnouten_US
dc.subjecthigh performance management practicesen_US
dc.subjecthuman resource managementen_US
dc.subjectmanageren_US
dc.subjectstressen_US
dc.subjectWork identityen_US
dc.titleOccupational identity, work, and burnout among managers: Do high performance human resource management practices play a moderator role?en_US
dc.typeArticleen_US
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