The effect of Staffs Job Crafting on Job Burnout- An Example for Tour Leader

• Main Authors: Jia-Rong Jhan, 詹佳蓉
• Other Authors: Chin-Ren Wang
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/q8k2n7

碩士 === 國立臺中科技大學 === 企業管理系事業經營碩士班 === 101 === Tour leaders face a demanding working environment, which is high risk group of job burnout. They are first-line service providers, and representatives of the reputation and image of travel agency. Job burnout not only will increase their turnover intention, may also affect the performance of tourism products, so the issue is very important. Job burnout will accompany expensive cost. Job crafting is a prevention strategy for avoiding loss. Past researches about burnout mostly focus on the external determinants, and less from the employees themselves, and less to explore the direction of employee initiative resolving their burnout. Job crafting is the work of employees volunteered for the actual practices or cognitive-oriented adjustments to make working conditions more consistent with their own characteristics. Job crafting will help employee complete works with ease. But there is little empirical research explores the impact of job crafting on employees’ attitude and behavior. Therefore, the purpose of this study is to investigate whether job crafting can improve job burnout. But also consider job characteristics of the tour leader, job crafting will be divided into individual crafting and collaborative crafting. This study used purposive sampling method with tour leader to conduct surveys for this study. A total of 450 questionnaires were distributed and 363 copies were returned, excluding 51 invalid questionnaires, left 312 valid questionnaires, the effective response rate was 69%. In this study, we use hierarchical regression analysis to test our hypotheses. The results of this study indicate that tour leader’s job crafting and job burnout presents a significantly negative relationship, and tour leader engages in individual crafting will be able to effectively improve emotional exhaustion, depersonalization and reduced personal accomplishment. Furthermore, the tour leader’s collaborative crafting and job burnout also show a significantly negative relationship, and tour leader engages in collaborative crafting will be able to effectively improve depersonalization and reduced personal accomplishment. Therefore, several managerial implications for travel industry can be derived from this study. First, increase the authorized personnel to make more space for the tour leader to job crafting. Second, increase formal and informal opportunities for the tour leader collaborative crafting. Finally, strengthen emotional management of the tour leader. Consequently, the tour leader can effectively improve their job burnout.