Skip to main content
Article
Coping strategies as moderators in the relationship between role overload and burnout
Construction Management and Economics
  • Brenda YIP
  • Steve ROWLINSON
  • Oi Ling SIU, Lingnan University, Hong Kong
Document Type
Journal article
Publication Date
1-1-2008
Keywords
  • Burnout,
  • coping,
  • moderating effect,
  • role overload
Abstract
The moderating effect coping strategies have on the relationship between role overload and burnout was investigated in a sample of 222 professional engineers in the construction industry. A four‐factor model of coping strategies, based on the Ways of Coping Questionnaire (WCQ) revised scale, was identified to consist of rational problem solving, resigned distancing, seeking support/ventilation and passive wishful thinking. The results revealed that only rational problem solving significantly moderated the relationship between role overload and all three dimensions of burnout, i.e. emotional exhaustion, cynicism and reduced professional efficacy; whereas the moderating effect of resigned distancing and seeking support/ventilation was significant only on emotional exhaustion and cynicism respectively. Passive wishful thinking failed to demonstrate a significant moderating effect on any of the burnout dimensions at all. The importance and methods of incorporating effective coping strategies as a successful intervention for managing burnout at individual, organizational and institutional levels are discussed.
DOI
10.1080/01446190802213529
Scopus EID
https://www.scopus.com/inward/record.uri?eid=2-s2.0-50349099768&doi=10.1080%2f01446190802213529&partnerID=40&md5=d88e9e7a15afca3efe532ca5bf820617
E-ISSN
1466433X
Publisher Statement

Copyright © 2008 Taylor & Francis

Access to external full text or publisher's version may require subscription.

Full-text Version
Accepted Author Manuscript
Citation Information
Yip, Y., Rowlinson, S., & Siu, O. L. (2008). Coping strategies as moderators in the relationship between role overload and burnout. Construction Management and Economics, 26(8), 871-882. doi: 10.1080/01446190802213529