Work‐Unit Structure and Processes and Job‐Related Stressors as Predictors of Managerial Burnout

Research on the antecedents of burnout has focused largely on such job‐related stressors as role conflict, ambiguity, and overload. The present study expands the focus by also examining the role of organizational structure and processes, notably work‐unit standardization, formalization, and communication. It is hypothesized that the effect of organizational structure and processes on burnout is in fact largely mediated by job‐related stressors. Self‐report data from supervisors and managers in a public welfare setting provide strong support. More broadly, these findings suggest that the impact of “macro” variables on the individual is at least partially mediated by “micro” variables. Specific associations between aspects of structure/process and stressors and between stressors and dimensions of burnout are also examined.