A Multilevel Analysis of Changes in Psychological Demands over Time on Employee Burnout

In pursuing this study, we were interested in the effect of changes in psychological demands over time on burnout. We were also interested in examining the moderating role resources could play between changes in job demands over time and employee burnout. Multilevel regression analyses of repeated measures were conducted to capture the hierarchical structure of the data (time (Level 1, n = 537 (12-month period between T1 and T2)); employees (Level 2, n = 289)) nested in firms (Level 3, n = 34). To measure change in psychological demands, the distribution of psychological demands at T1 and T2 were dichotomized at the T1 median. Following this dichotomization, four groups were created: low T1 and low T2; high T1 and low T2; low T1 and high T2, high T1 and high T2. In terms of direct associations, an increase in psychological demands over time was associated with emotional exhaustion and cynicism but not professional efficacy. Locus of control, self-esteem, and social support from supervisors were also directly associated with burnout. As for interaction effects, social support from coworkers attenuated the effect of changes in psychological demands over time (i.e., increasing psychological demands) on cynicism. In other words, employees facing greater psychological demands over time (increasing psychological demands) and benefitting from social support from their coworkers had less cynicism. Our findings offer meaningful insights into possible ways of lowering burnout levels. Based on the results obtained, psychological demands, social support, locus of control, and self-esteem should be considered valuable intervention targets.