Conclusion
This study firstly validates the Bakker and Demerouti’s (2007) JD-R model in the pharmaceutical companies of Karachi and also analyses its impact on burnout and employee well-being. Results of SEM analysis revealed that job demand and resources have significant impact on burnout and well-being of employees. Management of the pharmaceutical organizations in Karachi should minimize the workload of their employees and enable them to exercise autonomy within certain capacity. It would help them maintain an adequate balance between their work and family life so that the burnout syndrome may be avoided. Consequently, they would perform better with a good well-being state.
Managerial Implications Based on the study, it is important to understand that high job demands (e.g. unpleasant work environment, excessive work pressure, work- family imbalances, emotional demands etc.) and fewer job resources (e.g. management / organisational support, freedom to act, relationship with supervisor, performance feedback, etc.) direct towards higher level of exhaustion, disappointments and disbelief. Depletion of job resources reduces employee motivation and learning which eventually induces withdrawal from the organisation (Bakker et al., 2005). Therefore, if the current scenario persists and remains unaddressed, it could not only lead to burnout and serious employee well-being issues but also cause to deteriorate their productivity and engagement. Furthermore, job resources such as feedback, social support, autonomy and career opportunities serve as a motivational tool for employees that lead to increase employee motivation and engagement. Job and personal resources are projected by work engagement which is directed to increase job performance (Bakker, 2011).
