This chapter comprised of three sections. First, conclusion on the research purposes, hypotheses and results is provided. Then implications, suggestions and future research directions developed from the findings of this study are also stated. Last section discusses some limitations of this research.
Conclusion
This study focused on examining the relationship among Job Demands, Emotional Exhaustion and Psychological Contract Breach in Vietnam service industry, with the total of 245 participants from 13 different sectors. To provide more thorough understanding about the effect of Job Demands, there are three main dimensions related to service occupations were chosen including Workload, Cognitive Demand and Emotional Demand. The study applied quantitative research method with distribution of survey as main method to collect and analyze data.
There are two main hypotheses in this research, all got confirmed result. First, Job Demands were proved to be positively related to Emotional Exhaustion. Furthermore, all dimensions namely Workload, Cognitive Demand and Emotional Demand respectively also showed significant result in this relationship with Emotional Exhaustion. This result was supported by JD-R model that more demands cause more burnout, starting with Emotional Exhaustion. Second, PCB was found to enhance the impact of Job Demands (and all sub dimensions accordingly) on Emotional Exhaustion. This can be explained by social exchange theory that the imbalance between benefits and efforts may lead to negative emotional reactions, and break the social exchange principle.
Implications Theoretical Implications
This study contributed to explaining Emotional Exhaustion problem with two main points.
Firstly, the positive and significant relationship between Job Demands and Emotional Exhaustion was identified. Therefore, this finding proved the external validity of Job Demands- resources model by Bakker et al. (2014) focusing on Vietnam service industry. Moreover, this study went in more detail with three main characteristics importantly related to the nature of the work in the service industry, namely Workload, Cognitive Demand and Emotional Demand. To author’s best knowledge, there has no past study investigating all these three kinds of Job Demands
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in relationship with Emotional Exhaustion, especially in the context of Eastern cultural settings such as Vietnam. Therefore, this research is able to fill the above research gap and enrich the understanding of existing literature regarding job demand and employees’ Emotional Exhaustion issues in Vietnam service industry.
Secondly, the moderating effect of Psychological Contract Breach in the association of Job Demands (or each dimension) with Emotional Exhaustion can also enhance the understanding of the current literature. Psychological Contract Breach would not only directly cause many negative consequences, but also has a moderating effect between job demand and Emotional Exhaustion.
Even though Job Demands, Emotional Exhaustion and psychological contract are not new topics in the literature, the moderating role of PCB between job demand and Emotional Exhaustion are rarely studied. Therefore, this study also addresses this shortcoming in the literature while also providing more research directions for future studies.
Practical Implications
The findings of this study would play a crucial role to help Vietnam’s employers to understand the working condition in the service industry. Maslach and Jackson (1981) also has pointed out that the issue of Job burnout in general and Emotional Exhaustion specifically was originated from service occupations. Therefore, from the results of this study, Vietnam managers and human resource practitioners now should focus more on helping employees to reduce the demands at work, specifically in terms of Workload, Cognitive Demand and Emotional Demand.
Some possible solutions could be derived from the rationale of job demand-resources model, for instance, by providing more job resources such as support from team members, leaders or clear instruction and fair assignment on the job tasks for each employee to ease the chance of having too much job demand. When Workload inevitably increases tremendously during the peak season, hiring more employees should also be considered. Additionally, to reduce emotional and Cognitive Demand for employees, practices that bring the comfort to the work environment for employees can be considered such as listening to music or providing free snacks and drinks, or even more flexible work shifts and job autonomy for employees (Alberdi & Schlesinger, 2017).
Furthermore, as Psychological Contract Breach strengthened the effect of Job Demands on Emotional Exhaustion, organization management and human resources practitioners should also take notice of alleviating this impact. As the negative outcomes resulted from Psychological Contract Breach can be explained by the logic of Social Exchange Theory (Blau, 1964), the
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imbalance between the benefits they receive from their employers and the costs they input in the job would lead to a number of negative outcomes, including Emotional Exhaustion. Therefore, for Vietnam service industry employers, they need to pay special attention to their employees’
perception on whether employers satisfy their needs or not. To prevent the chance of Psychological Contract Breach, understanding and proper communication between employees and employers are of crucial importance. Strategies such as creating open communication culture can be considered, through specific programs including feedback boxes for employees to raise their voice if there were anything they felt not good about working, or regular review sessions when managers and employees give opinions about their current work, share ideas and listen to each other’s needs and difficulties. In this way, both employees and managers understand the efforts they made, what they could get in return and discussion will be conducted in open-minded way. All in all, these programs may contribute to reducing the Psychological Contract Breach in the workplace.
Limitations and Suggestions for Future Research
This study examined the relationship between Job Demands and Emotional Exhaustion with Psychological Contract Breach as a moderator for Vietnam service industry, and there are some limitations that should be noticed.
First, participants in this research were workers in service industry in Vietnam, however, the data collected in more specific business service function or different areas may create different results because of different cultural settings. Therefore, generalizability was a concern because the data was collected from only one nation’s service industry. Furthermore, this group of 245 people could not draw the comprehensive picture of the issue and representative of all service industry in Vietnam, not to mention other nations. Future researchers can explore more different business functions in service industry to their interest or compare results across different regions to find out more in-depth knowledge. Such comparative research may further help human resource practitioners to develop more effective solutions in different settings.
Second, cross-sectional design was adopted for collecting data in this research. Therefore, all information was only collected during a specific time, without taking into account time differences, thus limiting the observation of accurate causal link between independent variable and dependent variable. Future research is suggested to do time-series data or experimental study so that more accurate causal relationship among instruments could be identified.
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Lastly, this study only examined one moderator, namely Psychological Contract Breach, between job demand and Emotional Exhaustion. There might be some different possible factors that can also moderate the relationship between job demand and Emotional Exhaustion. Therefore, future research should explore more moderating impact from other variables related to employees’
attitude, perception, values and behaviors.
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