| Abstract [eng] |
Employee burnout is an important issue in organizations because it can affect employees’ well-being, work quality and attitudes toward the organization. Burnout is most often associated with a state of long-term stress and exhaustion, which may be related to an employee’s general well-being, the work environment or regular interaction with clients. One of the factors that may influence employee burnout is trust in managers, because managers shape working conditions for employees, communication quality, employees’ sense of safety and the type of relationship employees have with their manager. Since employees from different generations work in organizations, their expectations toward managers, the way they develop trust, and the experience of burnout may vary across generations. However, studies that analyze the impact of trust in managers on employee burnout in the context of different generations are limited. Therefore, this study aims to examine how trust in managers is related to burnout and whether association varies across Generation X, Y and Z employees. Object – the impact of trust in the supervisor on employee burnout in the context of different generations. Aim of the project – to reveal the impact of trust in the supervisor on employee burnout among employees of different generations. Research methods – the study was conducted using a quantitative questionnaire survey and validated measurement scales. Trust in the manager was measured through affective and cognitive trust dimensions, while employee burnout was analysed through personal, work-related, and client-related burnout dimensions. The study involved 249 respondents. Key findings showed that as trust in managers increases, employee burnout decreases, however, this effect differs across generations. General trust in managers was associated with lower general burnout in Generations X, Y and Z. A more detailed analysis showed that affective trust, which is based on emotional connection, care and the interpersonal bond with the manager, was particularly important in Generation Z. In Generation Z, affective trust was associated with lower general and personal burnout. When comparing generations, it was found that Generation X, Y and Z employees differ in terms of experienced burnout. The lowest levels of general, personal and work-related burnout were found in Generation X, higher levels in Generation Y, and the highest levels in Generation Z. No differences between generations were found in client-related burnout. It was also found that generations do not differ in terms of general, affective or cognitive trust in managers. |
