| Research has demonstrated the negative effects of burnout on employees (Cordes & Dougherty, 1993) and has also demonstrated the positive effect of hope (Fredrickson & Levenson, 1998). This study explored the relationship between hope and burnout within the context of planned organization change within private-sector for-profit companies. Using an online survey comprised of the Integrative Hope Scale and the Maslach Burnout Inventory -- General Survey, the experiences of 108 participants undergoing four different types of organization change were researched.;The definition of hope in this study is comprised of four dimensions of hope (trust and confidence, lack of perspective, positive future orientation, and social relations and personal value) developed from a comprehensive review of the hope literature. Through these four dimensions, the hope composite explores the affective, cognitive, behavioral, and environmental elements of hope (Schrank, Stanghellini, & Slade, 2008). The exploration of hope using the IHS allowed for a multi-faceted exploration of hope. The variable of burnout is defined as "a syndrome of emotional exhaustion and cynicism that occurs frequently among individuals who do 'people' work of some kind" (Maslach & Jackson, 1981, p. 99). The three dimensions of burnout explored in this study are exhaustion, cynicism, and a lack of professional efficacy. The study is set within the context of planned organization change, specifically changes related to leadership, organization restructuring, work process, and employment.;Overall, the results of the study suggest the composite of hope and the dimensions of trust and confidence and perspective were significant negative predictors of the dimensions of burnout. In addition, the exploratory analyses supported these results and also suggested the variables of gender, job level, organization tenure, and feelings about planned organization change were correlated to varying dimensions of burnout.;The correlation between hope and burnout during planned organization change is especially significant for organization development (OD) practitioners and organization leaders. OD practitioners and leaders should focus on finding ways to engender hope in their employees as a way to address feelings of burnout and increase the probability of success during planned organization changes. |
