Effects of role overload, work engagement and perceived organisational support on nurses' job performance during the COVID‐19 pandemic

Na Zhang · Dingxin Xu · Jingjing Li · Zhen Xu

91 citations0/0 files storedJournal of Nursing Management

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Job Satisfaction and Organizational Behavior Nursing education and management Healthcare Education and Workforce Issues

Abstract

AIMS: We aim to study the effect of role overload, work engagement and perceived organisational support on nurses' job performance, including task performance, interpersonal facilitation and job dedication. BACKGROUND: Many nurses have suffered from role overload at work during the COVID-19 pandemic. However, the investigations of the influence mechanisms and boundary conditions through and under which role overload is associated with job performance have shown inconsistent results. METHODS: A total of 595 Chinese nurses were studied from November 2020 to February 2021. Confirmatory factor analysis, maximum likelihood estimation and bootstrapping analysis were used to test the mediating process and the moderating effect. RESULTS: Work engagement partly mediated the relationships of role overload with task performance (β = -.253, p < .001, 95% CI: [-.315, -.204]) and interpersonal facilitation (β = -.202, p < .001, 95% CI: [-.261, -.145]); work engagement also fully mediated the relationship between role overload and job dedication (β = -.239, p < .001, 95% CI: [-.302, -.186]). Perceived organisational support moderated the relationships of role overload with task performance, interpersonal facilitation and work dedication (β = -.171, p < .001, β = -.154, p < .001 and β = -.175, p < .001, respectively). CONCLUSIONS: Work engagement is the linchpin linking role overload to distal outcomes of job performance. Perceived organisational support mitigates the ways in which role overload undermines job performance. IMPLICATIONS FOR NURSING MANAGEMENT: Hospital administrators can minimize the effects of role overload and create a more supportive organisational environment to promote the job performance of nurses.

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2001The job demands-resources model of burnout.2006The Measurement of Work Engagement With a Short Questionnaire 1986Perceived organizational support.1991Job Satisfaction and Organizational Commitment as Predictors of Organizational Citizenship and In-Role Behaviors 2002Social and Psychological Resources and Adaptation 2010Job Engagement: Antecedents and Effects on Job Performance 2010Linking job demands and resources to employee engagement and burnout: A theoretical extension and meta-analytic test.1993Personnel Selection in Organizations

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