Linking work, occupational identity and burnout: the case of managers

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dc.contributor.authorHamouche, Salima
dc.contributor.authorMarchand, Alain
dc.date.accessioned2020-10-20T08:25:09Z
dc.date.available2020-10-20T08:25:09Z
dc.date.copyright2020
dc.date.issued2021
dc.descriptionThis article is not available at CUD collection. The version of scholarly record of this article is published in International Journal of Workplace Health Management (2021), available online at: https://doi.org/10.1108/IJWHM-01-2020-0008en_US
dc.description.abstractPurpose: Based on identity theory, identity represents a set of meanings individuals hold for themselves based on their role in the society. Hence, they often engage in the process of verifying their role, seeking for the compatibility between these meanings and those perceived in a specific lived situation. If this compatibility is not perceived, this is likely to generate negative emotions. that could compromise their mental health. This paper examines the contribution of a weak verification of role identity in the explanation of managers ‘burnout. It aims at integrating identity theory into occupational stress research by analysing the proposition that a low level of verification of a salient role-identity will be associated with a high level of burnout. Hence, we consider identity salience as a moderating variable. Design/methodology/approach: Cross-sectional data of 314 Canadian managers employed in 56 Quebec firms. Multilevel regression analyses were performed to analyse the data. Findings: Low levels of verification of some standards of managers' role identity, mainly work demands and recognition which encompasses (monetary and non-monetary recognition, career prospects and job security) are significantly associated with managers' burnout. Furthermore, as predicted, results show that identity salience plays a moderating role on the relation between a weak verification of some standards of managers' role identity and burnout, mainly work demands, superior support and recognition. Originality/value: This study proposes a relatively unexplored approach for the study of managers' burnout. It broadens the scope of research on workplace mental health issues, by the integration of the identity theory. © 2020, Emerald Publishing Limited.en_US
dc.identifier.citationHamouche, S. and Marchand, A. (2021). Linking work, occupational identity and burnout: the case of managers. International Journal of Workplace Health Management, 14(1), 12-31. https://doi.org/10.1108/IJWHM-01-2020-0008en_US
dc.identifier.issn17538351
dc.identifier.urihttps://doi.org/10.1108/IJWHM-01-2020-0008
dc.identifier.urihttp://hdl.handle.net/20.500.12519/269
dc.language.isoenen_US
dc.publisherEmerald Group Holdings Ltd.en_US
dc.relationAuthors Affiliations : Hamouche, S., Faculty of Management, Canadian University of Dubai, Dubai, United Arab Emirates; Marchand, A., University of Montreal, Montréal, Canada
dc.relation.ispartofseriesInternational Journal of Workplace Health Management;
dc.rightsPermission to reuse abstract has been secured from Emerald Group Holdings Ltd.
dc.rights.holderCopyright : This article is © Emerald Publishing Limited and permission has been granted for this version to appear here (https://repository.cud.ac.ae/). Emerald does not grant permission for this article to be further copied/distributed or hosted elsewhere without the express permission from Emerald Publishing Limited.
dc.subjectBurnouten_US
dc.subjectHuman resource managementen_US
dc.subjectIdentitiesen_US
dc.subjectManageren_US
dc.subjectMental healthen_US
dc.subjectRole salienceen_US
dc.subjectStressen_US
dc.subjectWork identityen_US
dc.titleLinking work, occupational identity and burnout: the case of managersen_US
dc.typeArticleen_US

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