When work stressors fail, teams prevail: a job demands-resources perspective

Abstract

Purpose This study uses the Job Demands–Resources (JD-R) model to examine how work-related stressors, including workload, work stress and workplace conflict, influence team outcomes like team integration and the satisfaction of team members within groups. This study aims to explore work-related burnout as a mechanism underlying the work stressor–team outcome relationship. Design/methodology/approach A total of 200 employees participated in a survey that used a structured questionnaire designed to assess various aspects, including workload, work stress, workplace conflict, team integration and the satisfaction of team members within groups. The collected data was analyzed using powerful tools for partial least squares structural equation modeling, i.e. WarpPLS 8.0 and SmartPLS 4.0. Findings The results indicate that work stressors negatively influence team outcomes. Specifically, work stressors lead to increased burnout, which, in turn, detrimentally affects both team integration and member satisfaction. Research limitations/implications This study endows the opportunities for future research by investigating the other half of JD-Theory, conducting cross-sectional research and studying the role of more mediators. Practical implications This study will help the organizations to design and implement the burnout prevention programs, and managers can also be trained to detect the early signs of stress to avoid the later outcomes related to dysfunctional teams. Originality/value This study, grounded in JD-R theory, emphasizes the significance of job management and resource allocation to reduce burnout and foster positive team dynamics. Policy interventions such as time management training, conflict resolution workshops and team-building exercises could help enhance communication and collaboration within teams.