Relationships Between Project Cost, Project Team Member Role, Project Schedule, and Burnout

Relationships Between Project Cost, Project Team Member Role, Project Schedule, and Burnout by Alan L. Bundschuh Jr. MBA, Wilmington University, 2005 BS, Southern Illinois University, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University June 2018 Abstract Employees affected by burnout syndrome often experience reduced engagement and decreased job performance, costing their organizations through lost productivity and profit. However, it is not clear what causes employee burnout in working environments. The purpose of this correlation study was to examine the relationships between project cost, project team member role, project schedule, and project team member burnout. This study was grounded in the job demands-resources theory, which states that all employees experience demands in their work that may lead to long-term stress and eventually burnout syndrome if these demands are not mitigated by job resources. The population for this study consisted of project management team members located in the Southern United States. The research question for this study examined the relationships among project cost, project team member role, project schedule, and burnout of project team members. A survey provided the data for analysis (N = 159). Study data were evaluated using correlational analysis. Multiple linear regression results indicated no significant relationships existed between project cost, project team member role, project schedule, and the 3 constructs of burnout syndrome: cynicism, exhaustion, and professional efficacy. This study may contribute to social change by increasing awareness of what contributes to employee burnout. This research is relevant to project management team members and business leaders. Burnout leads to reduced employee engagement, lost profit for the business, and health impairment for burned out employees. Project teams and business leaders would benefit by incorporating information from this study in programs designed to reduce, mitigate, or eliminate burnout among project management personnel.Employees affected by burnout syndrome often experience reduced engagement and decreased job performance, costing their organizations through lost productivity and profit. However, it is not clear what causes employee burnout in working environments. The purpose of this correlation study was to examine the relationships between project cost, project team member role, project schedule, and project team member burnout. This study was grounded in the job demands-resources theory, which states that all employees experience demands in their work that may lead to long-term stress and eventually burnout syndrome if these demands are not mitigated by job resources. The population for this study consisted of project management team members located in the Southern United States. The research question for this study examined the relationships among project cost, project team member role, project schedule, and burnout of project team members. A survey provided the data for analysis (N = 159). Study data were evaluated using correlational analysis. Multiple linear regression results indicated no significant relationships existed between project cost, project team member role, project schedule, and the 3 constructs of burnout syndrome: cynicism, exhaustion, and professional efficacy. This study may contribute to social change by increasing awareness of what contributes to employee burnout. This research is relevant to project management team members and business leaders. Burnout leads to reduced employee engagement, lost profit for the business, and health impairment for burned out employees. Project teams and business leaders would benefit by incorporating information from this study in programs designed to reduce, mitigate, or eliminate burnout among project management personnel. Relationships Between Project Cost, Project Team Member Role, Project Schedule, and Burnout by Alan L. Bundschuh Jr. MBA, Wilmington University, 2005 BS, Southern Illinois University, 2003 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University June 2018 Dedication I dedicate this study to my family, whose support and encouragement are my enabling force. Brenda, my beautiful wife, without your little nudge all those years ago I would not have started this journey. Your support and encouragement provided what I needed each step of the way from that first class onward. Thank you for always believing in me. To my children Alan, Holly, Paige, Erica, and Ryan, words cannot express how grateful I am for your love and support. You endured the journey with me; through long hours of expected quiet and the many missed occasions. You never complained. Thank you! Acknowledgments I wish to thank my committee members for their encouragement and valuable support. Dr. Brandon Simmons, my chair, thank you for all of your help and suggestions. I may not have reached this point without your guidance and support. Dr. Edgar Jordan, my second committee member, thank you for your clarification and guidance. You helped paint the picture of the value this study provides. I also wish to acknowledge K. Scott McNary and Eric Craft, whose support opened the door to continuing my educational journey!