The Relationship Between Organizational Practices and Values with Burnout and Engagement

Aspasia Matziari, Anthony J. Montgomery, Katerina Georganta, Karolina Doulougeri

Research output: Contribution to journalArticlepeer-review

12 Citations (Scopus)


Organizational practices and values have the potential to reduce burnout and increase feelings of job engagement. The aim of the present study was to assess the relationship between organizational practices and values with burnout and engagement among a sample of nurses. Specifically, practices and values were operationalised as support, goals, innovation and rules. A cross-sectional study of 214 Nurses (response rate = 71.3%) working both inside a hospital and community health centers in the North of Greece was conducted. Participants did not differ in the examined variables with regard to gender, age, tenure or educational level. Analyses indicated that nurses working inside the hospital reported significantly higher scores on emotional exhaustion and depersonalization, and lower scores on dedication. Controlling for organizational practices, organizational values was negatively associated with emotional exhaustion, and positively associated with dedication. Consistent with the Job-Demands Resource (JD-R) model, both practices and values were significant resources for nurses. As predicted, organizational values were more significantly associated with burnout and engagement. The practical implications for practitioners are that interventions that are based on changing values have the potential to ameliorate feelings of exhaustion and buffer feelings of dedication. Organizational culture is established as an important element of work behaviors. The present study was to first to assess practices and values among a sample of Greek healthcare professionals. The research provides evidence that in healthcare values are more important than practices with regard to well-being.
Original languageEnglish
Pages (from-to)276-285
JournalCurrent Psychology
Issue number2
Early online date30 Jan 2016
Publication statusPublished - 1 Jun 2017
Externally publishedYes


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