THE ROLE OF JOB BURNOUT AND SOCIAL SUPPORT ON THE EFFECT OF JOB DEMAND TO EMPLOYEE PERFORMANCE

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JAM

J u r n a l A p l i k a s i M a n a j e m e n J o u r n a l o f A p p l i e d M a n a g e m e n t

V o l u m e 2 1 I s s u e 1 M a r c h 2 0 2 3

2 1 | 1 | 2 0 2 3

R e c e i v e d N o v e m b e r ‘ 2 2 R e v i s e d N o v e m b e r ‘ 2 2 D e c e m b e r ‘ 2 2 J a n u a r y ‘ 2 3 A c c ep t ed M a r c h ‘ 2 3

THE ROLE OF JOB BURNOUT AND SOCIAL SUPPORT ON THE EFFECT OF JOB DEMAND

TO EMPLOYEE PERFORMANCE

Ema Zahra Firdaus

Master Program in Management Department, Faculty of Economics and Business, Brawijaya University, Indonesia

Noermijati Noermijati Kusuma Ratnawati

Faculty of Economics and Business, Brawijaya University, Indonesia Yousef Ali Mohamed Zaroug

Faculty of Hospitality and Tourism, University of Tripoli, Libya

Abstract: This study was conducted using the job demand-resource model to examine the effects of job demand, job burnout, and the role of social support as a measure of job resources in enhancing the influence of job demand on employee performance. Through 131 responses from the questionnaire survey, this study uses the responses obtained from a state-owned banking agency in Malang, Indonesia. Data analysis was performed using partial least square (PLS) with the WarpPLS.7.0 program and Sobel Test to verify the relationship between variables. The results of this study do not totally support the hypothesis since employee performance can be directly influenced by the degree of job demand that employees experience but not by the degree of job burnout that banking employees experience. As opposed to that, a high job demand also has a direct impact on an employee's job burnout. Another significant finding from this research is that social support has a role in enhancing the influence of job demands on employee performance, rather than mediating it. This research provides enlightenment for the banking industry regarding the impor- tance of paying attention to employees' social support. High job demand cau- ses a decrease in employee performance; with good social support, employees will be helped meet the job demand so that it does not impact the performance they are building. It is challenging to lessen how much job demand influences employee burnout. Banking institutions can work to provide social support while also attempting to alter employees' perceptions of their jobs' obligations.

In order to successfully prevent job burnout syndrome in employees and reduce negative effects brought on by job pressures, banking leaders should provide assistance and demonstrate excellent leadership. This strategy ought to considerably lessen job burnout and directly result in improved performance.

Keywords: Job Burnout, Social Support, Job Demand, Employee Perform- ance

CITATION

I N D E X E D I N

D O A J - D i r e c t o r y o f O p e n A c c e s s J o u r n a l s

A C I - A S E A N C i t a t i o n I n d e x S I N T A - S c i e n c e a n d T e c h n o l o g y I n d e x

D i m e n s i o n s G o o g l e S c h o l a r R e s e a c h G a t e G a r u d a

I P I - I n d o n e s i a n P u b l i c a t i o n I n d e x

I n d o n e s i a n O N E S e a r c h

C O R R ES P O N D I N G A U T H O R E m a Z a h r a F i r d a u s

D e p a r t m e n t o f M a n a g e m e n t , F a c u l t y o f E c o n o m i c s a n d B u s i n e s s ,

B r a w i j a y a U n i v e r s i t y I n d o n e s i a

E M A I L

e m a z f i r d a u s @ g m a i l . c o m

OPEN ACCESS

e I S S N 2 3 0 2 - 6 3 32 p I S S N 1 6 9 3 - 5 2 41

Firdaus, E. Z., Noermijati, Ratnawati, K., and Zaroug, Y. A. M. 2023. The Role of Job Burnout and Social Support on the Effect of Job Demand to Employee Performance. Jurnal Aplikasi Manaje- men, Volume 21, Issue 1, Pages 42-56. DOI: http://dx.doi.org/10.21776/ub.jam.2023.021.1.04.

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WWW.JURNALJAM.UB.AC.ID

43 INTRODUCTION

Technological developments significantly affect the lifestyle of people, including the banking industry. The banking landscape has undergo- ne many development stages, but its work remains the same: collecting and channeling funds. Tech- nological advancements mandate that banks continue to innovate while adopting current trends to remain competitive. Now the banking world is en- tering the banking era 4.0. In this era, the banking world was faced with the emergence of financial technology(fintech), whoseoperationsincreasing- ly expanded. The number of fintech is increasing.

In Indonesia, the number of fintech at the local st- artup scale has reached 164 fintech (Otoritas Jasa Keuangan, 2019). Companies must be able to boost worker performance and establish a long-last- ing competitive edge (Damayanthy et al., 2020).

Therefore, conventional banking seeks to continue transforming following digital technology development by making breakthroughs and improving quality.

One of the most important breakthroughs requiring special attention is managing human resources. Human resources are important in achiev- ing the organization's goals through the performance provided (Ariawaty, 2020). Giving special attention to HR management is carried out to aim that the banking industry's work processes can be faster, improve employee performance and service effectiveness, create reliable human capital, and bring the Bank industry to adapt and increase business productivity. Therefore, employee performance is the primary key that needs attention, especially regarding the potential to increase or decrease employee performance. Several factors contri- bute to increasing staff performance, which is a major concern for banking managers (Noermijati et al., 2020). Mathis and Jackson, J. (2019) stated that the most common employee performance me- asures are the number of results, quality of results, time utilization, attendance, and cooperation. The quantity of work calculated here is how much workload or work an employee must complete. There- fore, paying special attention to the job demand provided by employees is necessary.

Understanding how job demand can influence the employee performance, Dwyer and Fox's (2006) has shown by research results, showed that job demand, which includes workload demands,

work speed demands, and role demands, is not desired by employees will result in lower overall performance. However, high job demand that employees cannot face does not always significantly affect employee performance. It is shown by the research results of Babakus et al. (2009) and Calder- wood and Gabriel (2017). Calderwood and Gabri- el (2017) stated that since there is no correlation between job demands and employee performance, the amount of job expectations have no bearing on employees' performance. Likewise, Babakus et al.

(2009)conductedtheresearchresultson724front- line customer service employees. Babakus et al.

(2009)'s analysis of the research hypothesis also demonstrated that job demands employees must meet do not directly affect employee performance.

According to research findings, employee performance is significantly impacted by job dem- and. Findings from the study indicated that there is no direct correlation between employee performance and job demand, leaving room for the other factorstomediatethisrelationship. Consultthejob demand-resources(JD-R)model(Demeroutietal., 2001) for information on how job demands and resources might affect employee motivation and job burnout. Conversely, the overwhelming demand for labor can result in job burnout and have detrimental effects like the subpar performance (Taris, 2006). This model has strong empirical support from previous researchers, Babakus et al. (2009), who conducted empirical research into the effects of job stress on employee performance. Several research results supporting this finding showed that the increase in job demand is positively related to the level of job burnout (Adil and Baig, 2018; Sal- mela-AroandUpadyaya(2018); Eversetal., 2017;

Chen and Chen, 2018; Kim, 2016; Nauman et al., 2019; McGregor et al., 2016). However, a high rate of job burnout among employees can also have an impact on several things, such as decreased work performance, family disharmony, reduced self- esteem, difficulty concentrating, social isolation, adverse physical symptoms, drug abuse, alcohol and psychological disorders (Demir et al., 2003;

Burke and Greenglass, 2001). Research by Singh andSingh(2018);andCohenandAbedallah(2015) showed that employees' high job burnout could directly affect decreasing employee performance.

The high job demand that must be met by employees directly negatively impacts several things, but

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employeesarenotawareofthejobdemand. There- fore, it is essential to have additional potential ele- mentstolessentheadverseeffectsofhighemploy- ment demand. The Job Demands-Resources Mo- del (JD-R Model; Demerouti et al., 2001) assumes that job resources play a motivating role that can boost job involvement and assist employees in meeting high job demands (Bakker and Demerou- ti, 2007). Social support is regarded as a resource for the workplace that can lessen the psychological effects of working pressures, assist in accomplishing work objectives, and promote personal development, growth, and learning (Schaufeli and Bakker, 2004). Social support is essential for coping with difficult circumstances (Boz-Semerci and Volery, 2018).

The primary goal of this study, which was motivated by the aforementioned research gap, is togainadeeperunderstandingofthemediatingro- le of job burnout and the moderating role of social support on the effect of job demand on employee performance in one of the banking industries in Malang, Indonesia. The findings of this study are anticipated to serve as a guide and source of know- ledge in the development of understanding how job demand is centered on employee performance and the role of job burnout, as well as social resources that can, directly and indirectly, lessen the impact of job demand and improve employee performance. The findings of this study are also anticipated to be considered when formulating policies, particularly those pertaining to human resource management and enhancing employee performance, by considering the degree of social resources available to employees and job demand.

LITERATURE REVIEW JDR Model

The job demand-resources (JD-R) model, created by Demerouti et al. in 2001, is an all-en- compassing model that explains how job features might affect employee motivation and weariness and can be applied to a variety of professions and work situations. The JD-R model was made aware of the three previous models, namely the Job Cha- racteristics Model (Hackman and Oldham, 1976), the job demands Control model (Karasek 1979), and the Person-Environment Fit model. (Lazarus and Folkman, 1984). Job Characteristics Model (modeljobcharacteristics)(HackmanandOldham,

1976). All parts of the work environment that re- quire a lot of energy are considered job demands.

Bakker (2015), such as; intense physical exertion, task complexity, conflicts, position ambiguity, job instability, and several other stressful events; work pressure, work overload; and time strain (Schaufe- li and Taris, 2014; Bakker et al., 2014; Schaufeli, 2017; Bakker, 2015). In the JD-R model, each job contains a particular job demand that, in the case of low job resources can lead to poor health (Bak- ker et al., 2003). Decreasing job satisfaction (Lu et al., 2010) reduces job performance (Lu et al, 2010;

Taris, 2006), employee absence (Bakker and De- merouti, 2007), hampered workability (Seibt et al., 2009), and low organizational commitment (Hal- besleben and Buckley, 2004).

HYPOTHESIS DEVELOPMENT

Job Demand and Employee Performance Time constraints and job demands at work can have a negative impact on one's health and energy, which later can cause mental disorders over a while and ultimately lead to low employee performance (Demerouti and Bakker, 2011). According to (Sharma, 2015), Significant physiological and psychological stress can result from extreme time pressure. Employees as a result lose control at work, but stress levels also rise primarily due to their uncaring attitude. Accordingly, the outcomes of a study by Dwyer and Fox (2006) on 145 customer service representatives from two inbound contact centers in northwest Ohio revealed that job dem- and indicators, workload job demands, and work pacing job demands have a strong negative direct impact on employee performance. The following hypotheses can be developed in light of the theoretical investigation and the research findings:

H1 : Job demand has a significant negative effect on employee performance.

Job Demand and Job Burnout

Maslach and Leiter (2008) stated that JD-R Model is used to identify job demand and job resources as the leading indicators to understand job burnout,withjobdemandbeingpositivelyconnec- ted with it and job resources being negatively correlated with it. (Babakus et al., 2009; Bakker et al., 2004). Excessive workloads can deplete individu- alenergies,andthatinadequatecontroloverreso- urces needed to get work done, lack of appropriate

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45 rewards, loss of positive relationships with cowor-

kers, injustice, and conflict between employee and organizationalvaluescanalsocausingjobburnout (Maslach et al, 2001). Long-term work demands can cause employees to experience chronic fatigue and psychological isolation from their occupations (Bakkeretal.,2014),ultimatelyreducestheirwell- being(Jayarathna,2017).Workplaceprevalenceof burnoutvariesbycountryand,moregenerally, by specific workplaces (Squiers et al., 2017).

Examining the impact of job demand has drawn considerable interest from researchers. The majority of the results showed that several job demand indicators, including interpersonal job demands, work demands, and multicultural work demands, had a favorable and significant direct effect onjobburnout(Salmela-AroandUpadyaya,2018);

interpersonal conflict at work, organizational constraints and workload job demand (Baka, 2015);

role conflict, role ambiguity, role overload (Baba- kus et al., 2009); tangible job demands and intang- ible job demands (Chen and Chen, 2018); workload, physical job demands, work contents, and emotional dissonance (Hakanen et al., 2017); exhaustion and disengagement (Bakker et al., 2004); time pressure, workplace bullying, and work-family conflict (McGregor et al., 2016); emotional exhaustion, cynicism and reduced personal accomplishment, depersonalization (Alarcon, 2011). Nau- man et al. (2019); Frins et al. (2016); Evers et al.

(2017) demonstrated that the need for jobs has a favorable and large direct impact on emotional ti- redness. Meanwhile, research by Hu et al. (2011) and Hu et al. (2013) on employees in China showed that Job burnout is significantly positively impacted by job demand. Job demand and job burnout are strongly correlated, according to research on 163 music therapists who belong to the Korean Music Therapy Association (Kim, 2016). The theory and the study's findings allow for the formula- tion of the following hypothesis:

H2 : Job demand has a significant positive effect on Job burnout.

Job Burnout and Employee Performance Early research on job burnout, carried out in 1974 by Herbert Freudenberger, looked at indivi- duals who were physically and mentally exhausted due to heavy tasks, long working hours, and inten- sity at work (Schaufeli and Buunk, 2004). Accord-

ing to the definition, job burnout, it is "a psychological syndrome that manifests as a persistent reac- tion to continuous interpersonal stress at work"

(Maslach and Leiter, 2016). According to Maslach and Leiter (2008), decreased personal achievem- ent can relate to feelings of inadequacy and a lack of success and productivity at work as a sign of job burnout. Employees who think less highly of their achievements are typically less confidence in their ability to perform their jobs. The consequences of job burnout most often occur at a personal level, such as anxiety, self-doubt, weak relationships, poor health, physical, emotional, interpersonal, at- titudes and behavioral consequences of fatigue or otherconsequencessuchasdecreasedworkperfor- mance, family disharmony, reduced self-esteem, difficulty concentrating, adverse physical symptoms (sleep disturbances; headaches), social isolation, drug abuse, alcohol, and psychological disorders (anger, depression, anxiety, and apathy) (Bur- ke and Greenglass, 2001; Demir et al., 2003). Em- ployees' mental health has been adversely affected by job burnout (Maslach et al., 2001) and personal, non-work areas of life (Burke and Greenglass, 2001). It follows the research results of Cohen and Abedallah (2015) and Singh and Singh (2018). O- ne of the research results by Cohen and Abedallah (2015) on 221 teachers who work in the elementa- ry schools in Arab communities in northern Israel showed that job burnout negatively impacts in- role performance. Meanwhile, the results of research by Singh and Singh (2018) on the performance of employees, job fatigue have a considerable detrimental impact, according to research on 268 Information Technology (IT) management expert- s. The following hypotheses can be developed in light of the theoretical investigation and the research findings:

H3 : Job burnout has a significant negative effect on employee performance.

Mediation Role of Job Burnout

The chronic, work-related emotional illness called "job burnout" slowly becomes apparent over time due to continuing professional stress (Sok- ka et al., 2016). Increased workloads (Job demand) will likely increase job burnout. Time pressure (job demand) is positively related to job burnout conditions (Adil and Baig, 2018). Babakus et al.

(2009) researched 724 frontline customer service

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employees in 50 branches, showing that job burnout mediates job demand's direct effect on employee performance. Bakker et al. (2004) stated that job demand is a crucial antecedent of in-role performance through weariness and has a strong positive direct effect on exhaustion, a marker of job burnout. The following hypotheses can be developed in light of the theoretical investigation and the research findings:

H4 : job burnout mediates the direct effect of job demand to employee performance

Moderation Role of Social Support

Because the job demand factors like intense workloadsandemotionalinteractionswithdeman- ding clients may prevent the mobilization of job resources, job demand and job resources have neg- ativerelationship(SyailendraandSoetjipto,2017).

The literature continuously supports the association between job demand and burnout, which points to the buffering effects of employment resources such as social support, autonomy, and feedback (Bakker et al., 2005). It means that when job resources are abundant, the effect of job demand on employee performance is much diminished (Bak- ker and Demerouti, 2007; Bakker et al., 2005). Ac- cording to the Job Demands-Resources Model (JD -R Model; Demerouti et al., 2001), Social support is regarded as a resource for the workplace that can lessen the psychological toll of job expectations, assist in accomplishing work objectives, and promote personal development, learning, and prog- ress (Schaufeli and Bakker, 2004). Social support is a crucial resource to help deal with stressful situations (Boz-Semerci and Volery, 2018). Positive and emotionally supportive coworkers positively affect performance and effectively reduce stress (Smith et al., 2012). Several research results showed that social support has a direct effect on increasing job performance, both social support from a colleague (Bjaalid et al., 2019) and overall social support, theirs showed that received by employees (Baumgärtner et al., 2014). A Study by Elst et al.

(2016) showed that workload (job demand) is not related to job burnout when employees experience high social support levels. However, the workload (job demand) is positively related to job burnout.

Job burnout is when the level of social support is average or low, indicating that social support moderates the relationship between workload (job de-

mand) and job burnout.

H5 : social support moderates the direct effect of job demand on employee performance.

METHOD

This study adapts measurements from earlier research studies and modifies them to meet this research environment to assess the instruments' validity and reliability. Job demand is measured by three indicators which refer to the measurement scale of the questionnaire on the Experience and Evaluation of Work (QEEW) (Van Veldhoven et al., 2002; Schaufeli, 2015; Schaufeli, 2017); all three indicators of job demand, among others, Qua- litative demand, quantitative demand, and organizational demand. Employee Performance Variable Referring to indicators from Bernardin and Russel (2010) and indicators from Gomes (2003), in this study, employee performance is measured by five indicators, namely indicators of quality, quantity, timeliness, attendance, and cooperation. Variable job burnout Referring to the Chinese version of the MaslachBurnoutInventory–GeneralSurvey(MBI -GS) (Hu et al., 2011), job burnout indicators in this study were measured by three indicators, namely Emotional exhaustion, Depersonalization, and Cynicism. The measurement of social support variables refers to the job resource variable indicators from the questionnaire on the Experience and Evaluation of Work (QEEW) (Schaufeli, 2015;

Van Veldhoven et al., 2002; Bakker et al., 2004;

Schaufeli, 2017) with nine indicators, namely team climate, coworker support, supervisor support, supervisor ability, team atmosphere, team effectiveness, role clarity, the fulfillment of expectations and recognition. A five-point Likert scale measured these variable constructs, strongly disagree (1) to strongly agree (5).

This research was conducted quantitatively using an explanatory research approach. Because it aims to explain the positions of the variables un- der study and the causal connections between various variables, this research, in particular, is a causal associative study. Surveys were employed as the research approach. All of the respondents in this survey were working for a state-owned business in Malang, Indonesia, and were assigned to the Sub-Branch Offices and Cash Offices spread ac- ross Malang City. Workers with a minimum of o- ne year of service in 13 offices, including one head

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47 office, five sub-branch offices, and seven cash of-

fices, made up the study population. Employees the number of employees used as respondents in this study were all employees, totaling 145 employees. Furthermore, all population members are used as research samples or the total sampling tech- nique. In measuring the questionnaire's feasibility as a research instrument, the validity and reliability tests were carried out on each item in the questionnaire to be used. It is said to be valid if the correlation coefficient is positive and the correlation coefficient is more or equal to 0.3 (Hair et al., 2017). A construct is reliable if it provides a Cron- bach alpha value> 0.5 (Ghozali and Latan, 2015).

Methods of data analysis using descriptive statistical analysis using Partial Least Square (PLS) analysis tools with the WarpPLS program. 7.0 hypothesis testing is carried out and produces the ap-

propriate model. The direct effect test and the moderation role's indirect effect were carried out using the WarpPLS.7.0 program, and the Sobel test performed the mediation test.

RESULTS

Measurement model

Based on the results of distributing questionnaires to all employees of the state-owned bank in Malang, Indonesia collected 131 questionnaires (88 percent) consisting of 56.5 percent female employees, with tenure rates in the range of 1–5 (47.4 percent). Eighty-four employees are married (64.1 percent), 112 employees have an S1 education level (85.5 percent), with ages ranging from twenty six to thirty (47.4 percent), and have an income of around Rp. 5,000,000 to Rp. 10,000,000 (51.9 percent).

Table 1. Cronbach Alpha, Composite Reliability, Koefisien Determinasi (R2), Average Variance

Variable Cronbach Alpha, Composite Reliability, R Square Average Variance

Job demand 0.864 0.890 - 0.428

Employee performance 0.861 0.894 0.171 0.549

Job burnout 0.924 0.939 0.190 0.661

Social support 0.875 0.928 0.512

Source: PLS output results (2020)

Table 1 showed that the scale, magnitude, and statistical suitability are acceptable. The average variance extracted (AVE) value for all latent variables meets the predetermined criteria. Sequ- entially, the Cronbach alpha coefficient values in this study ranged from 0.864 to 0.924; they are acceptable. The composite reliability (CR) values were 0.890, 0.894, 0.939, and 0.928 (above 0.80).

It can be concluded that all constructs are reliable,

according to both the composite reliability and Cr- onbach's alpha. The R-square value of the employee performance variable from the research model is 0.190. The following equation assesses this study's goodness of Fit (GoF): √AVE x R2 A.Com =

√0.548x 0.180 = 0.314. 0.314 showed that the model has a large predictive relevance value for employee performance explained by job demand, job burnout, and social support.

Table 2. The Summary of Relationship Assessments

Hypothesis Relationship β p-value Judgment

H1 JD → EP -0.31 0.01 Accepted

H2 JD → JB 0.44 0.01 Accepted

H3 JB → EP 0.04 0.32 Rejected

H4 JD → JB → EP 0.45 0.32 Rejected

H5 SR* JD → EP 0.25 0.01 Accepted

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Figure 1. Structural Model Path Diagram In PLS

Table 2 showed the proposed model's structural estimation results and the tested variables' direct and indirect effects. The hypothesis is accepted if it meets the criteria for a p-value less than 0.05. However, if the p-value is greater than 0.05, then H0 is rejected or insignificant. The table showed the path coefficient estimates of the direct effect of job demand on employee performance (β = -0.32; P <0.01) and the direct effect of job burnout (β = 0.44; P <0.01), thus, H1 and H2 are supported. However, this research does not support H3, namely, job burnout's direct effect on employee performance (β = 0.04; P = 0.32). Testing the indirect effect in this study is the mediation role of job burnout on the effect of job demand on employee performance (β = 0.45; P = 0.32) using the Sobel test, which does not meet the criteria and does not support H4. While the role of moderating social support on the direct effect of job demand on employee performance (β = 0.25; P <0.01) fulfills the specified criteria. Thus H5 is supported.

DISCUSSION

Job Demand on Employee Performance According to the study's first hypothesis, j- ob demand significantly impacts employee performance. The results of this study support the hypothesis that has been proposed. These findings support the notion that employee performance directly correlates with the degree of job demand employees must meet. Therefore, designing job demands that employee policies must fulfill requires special attention. Job demand is designed as best as possible in each department, level of position, and em-

ployee. Industry, especially the banking industry, also needs to pay attention to employees' placem- ent according to their experience, abilities, and e- ducation. The employees concerned can fulfill the job demand and provide the best possible performance. Qualitative job demand is a job demand that directly or indirectly puts physical and emotional pressure on employees. Qualitative job demand is an indicator of job demand most felt by bank employees. Banking employees in Malang sometimes have to keep working to serve customers by tele- phone outside office hours or on holidays. In these conditions, employees still have to be professional even though they sometimes interfere and negatively impact family life. This study's results contradict with the research conducted by Babakus et al.

(2009). The results of this study and Babakus et al.

(2009) make banking employees the object of research, namely frontline bank employees in New Zealand but using job demand measurement indicators (Role Ambiguity, Role Conflict, and Role Overload) and performance. On the other hand, th- isstudy'sresultssupporttheresultsofpreviousstu- dies conducted by Calderwood and Gabriel (2017) and Dwyer and Fox (2006). In particular, it also supports the opinion of Dwyer and Fox (2006), which states that job demands such as workload demands, work speed demands, and role demands are considered undesirable by employees and, therefore, will result in lower overall work performance. In line with this, this study also supports the opinion of Schaufeli and Taris (2014), which clai- med that job demands are constantly present at work, are typically inevitable, and are not necessa-

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49 rily bad if they are present in the right amount to

boost motivation, attentiveness, and productivity.

Job Demand on Job Burnout

There is enough data to support hypothesis 2, which argues that job demand has a large positive impact on job burnout when looking at the direct relationship between job demand and job burnout. The positive path coefficient sign suggests a causal link between job demand and burnout. The- se findings suggest that job burnout directly incre- ases the demand placed on employees. In a pleasa- nt work environment, emotional exhaustion is the job burnout most often felt by banking employees from the work environment, and job demand feels too burdensome to employees. When the employee's job burnout rate is high, employees often feel emotionally tired from work, frustrated, and tired of the work that needs to be done. High job burnout rates often eliminate or reduce employee enthu- siasm for doing their jobs. The results of this study reinforcetheopinionofMaslachandLeiter(2008), Which asserted that job demands are positive pre- dictor of job burnout and that the JD-R model is used to explain job burnout, identify job demands and job resources as the leading indications (Baba- kus et al., 2009; Bakker et al., 2004). The results of this study support the research results of Chen and Yu (2014), which measure job demand with indicators of work overload and emotional demands, which are also used in this study as measurement items used to see whether bank employees in Malang, Indonesia are facing a different work si- tuation. Full of emotional stress and a need to do the job quickly. The results of this study also support the previous research conducted by Hu et al.

(2011); Hakanen et al. (2017); Salmela-Aro and Upadyaya (2018); Hu et al. (2013); Hernandez et al. (2018) and Alarcon (2011) with measurement of job demand and job burnout indicators that are different from this study. Supporting this, Adil and Baig's (2018) research showed that an increase in theamountofworkload(jobdemandindicator)felt by pharmaceutical company employees in Karachi would increase job burnout and time pressure (job demand indicator) is positively related to job burnout conditions.

On the other hand, the findings of this study lend credence to other earlier investigations, including those by Evers et al. (2017); Hu et al. (2016);

Kim (2016); Lizano and Mor Barak (2012); Mont- gomery et al. (2015); Nauman et al. (2019); Scha- ufeli and Bakker (2004); Wang et al. (2016); and Yener and Coşkun (2013) and many others, in addition to the findings of the research that was pre- viously described. This study's results do not support the research results of Brenninkmeijer et al.

(2010). One of the research results by Brennink- meijer et al. (2010) showed that interpersonal conflict (job demand) does not significantly affect e- motional exhaustion as an indicator of job burnout. Interpersonal conflict is also used to measure organizational demands on job demand variables.

Job Burnout on Employee Performance The negative path coefficient means that the job burnout and employee performance are the op- posite. However, the p-value showed a value of 0.01 <α = 0.05. it can be concluded that hypothesis 3 is rejected. These findings demonstrate that eith- er job burnout is not a factor in employee performance or that job burnout levels are unrelated to employee performance levels. Many things can affect employee performance apart from job burnout. As Mangkunegara (2007) stated, two factors can affect an employee's performance: individual factors thatincludetheabilities, skills, familybackground,

experience, and demographics of an employee. Cl- ear job descriptions, sufficient authority, demand- ing work objectives, efficient communication pat- terns, harmonious working relationships, a respec- ted and dynamic work environment, career pros- pects, and reasonably enough work facilities are further organizational elements. The results of this study reject the proposed hypothesis and are not in line with the results of previous studies conducted by Bakker et al. (2004); Cohen and Abedallah (2015); Singh and Singh (2018); and (Kim et al., 2017). With the number of respondents almost the same as this study, namely 146 respondents, this study's results do not support the research of Bak- ker et al. (2004), which showed that job burnout does not have a significant effect on employee performance. In Bakker et al. (2004) research, the job burnout was measured using two indicators: exhaustion and disengagement, which are also items u- sed in this study. Besides job burnout, many things can affect employee performance, including job satisfaction and compensation fairness. It is indicated by the results of Noermijati et al. (2020) re-

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search which showed that "If employees feel that fair compensation has been carried out well, then employee job satisfaction is high, then employee performance will also improve."

In line with this, the research results by Co- hen and Abedallah (2015) demonstrate that the in- role performance of 221 teachers who work in ele- mentary schools in Arab neighborhoods in Nort- hern Israel is significantly impacted by job burnout. In the research of Cohen and Abedallah (2015), job burnout is measured by three indicators: emotional exhaustion, depersonalization, and reduced personal accomplishment. Emotional exhaustion and depersonalization are also indicators used in measuring job burnout in this study. Meanwhile, reducing personal accomplishment is also one of the items in measuring job burnout in this study.

In line with this research, this study also does not support Singh and Singh (2018), which found that jobburnoutsignificantlynegativelyaffectsemplo- yee performance in Information Technology management professionals. Kim et al. (2017) also used the cynicism indicator to measure job burnout in this study. However, this study's results do not support previous studies by Kim et al. (2017). Ho- wever, on the other hand, the results of this study support the results of previous studies conducted by Babakus et al. (2009) and (Kim et al., 2017). In a study by Babakus et al. (2009), job burnout, e- motional exhaustion, and depersonalization indicators were found to have no significant effect on offline employee performance. Whereas in the research of Kim et al. (2017), exhaustion as an indicator of job burnout does not significantly affect task performance. However, cynicism and profes- sionalinefficacyarealsousedtomeasurejobburn- out and significantly negatively affect task performance.

Mediating Role of Job Burnout

Testing the direct effect of job demand on employee performance showed no significant direct effect between job demand and employee performance. While the direct effect of job demand on job burnout showed a significant negative result, the direct effect of job burnout on employee performance is not significant. In addition to the direct effect of job demand on employee performance and job burnout and the effect of job burnout on employee performance, this study also examin-

es the mediating role of job burnout on the direct effect of job demand on employee performance.

The test results through the Sobel test show, in other words, hypothesis 4 is rejected. This study's results do not support Taris (2006), which stated that the stress process is triggered by excessive job demand and can cause job burnout to lead to negative results such as poor performance. The results of this study also do not support that a high level ofemployeejobburnoutcanimpactseveralthings, such as decreased work performance, family disharmony, reduced self-esteem, difficulty concentrating, social isolation, adverse physical symptoms, alcohol abuse, and drugs, and psychological disorders (Burke and Greenglass, 2001; Demir et al., 2003). Additionally, the findings of this study contradict those of earlier research by Babakus et al. (2009). This research does not support the notion that job burnout can mitigate the impact of job demands on workers' performance, while Babakus et al. (2009) found the role of job burnout mediating the direct effect of job demand on employee performance.

Moderation Role of Social Support

The analysis proved that social support could moderate the relationship between job demand and employee performance. It means that job resources can strengthen the relationship between job demand and banking employees' performance in Malang, Indonesia. Employees from the work environment feel social resources during their work.

These social resources are in the form of support, assistance, and willingness from colleagues and superiors. Employees also feel the condition of the organization's environment, which always tries to appreciate employees' work results. Employees and employees have high confidence in the expectations that will come true during work. When employees fulfill their expectations, they have provided opportunities for every employee to realize their work expectations. Employees also feel that good communication exists in the work environment. Alternatively, in other words, employees feel that the ease of communication in various aspects is well established and can make it easier for employees to carry out their work.

All of the social resources these employees receive help employees complete job demands assigned during work and can help employees’ im-

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51 prove their performance. The job demand that em-

ployees must fulfill impacts the ups and downs of employee performance. Alternatively, in the other words, the high job demand that employees must meet directly impacts employee performance de- cline. However, with employees' social support, employees can be helped to meet job demands and help employees improve their performance. The study's findings are consistent with the Job Dem- ands-Resources Model (JD-R Model; Demerouti et al., 2001), which views social support as a resource for the job that can lessen the psychological toll of job demands, aid in accomplishing the work objectives, and promote the personal development (Schaufeli and Bakker, 2004). These findings are consistent with several earlier research that have demonstrated a causal relationship between social support and job performance (Bjaalid et al., 2019);

(Baumgärtner et al., 2014).

IMPICATIONS

This study demonstrates the direct relationship between job demands and worker performance and burnout and the moderating effect of job resources. On the other hand, the study's findings do not support the notion that job burnout directly affectsworkerperformance. Itischallengingtoles-

sen how much job demand contributes to employee burnout. Banking institutions can work to provide social support while also attempting to alter employees' perceptions of their jobs' obligations.

By taking this move, job burnout should be greatly reduced, and performance will improve. Job dem- and directly affects job burnout, becomes a crucial factorinbalancingandreducingemployeeburden, and defines relevant regulations and the standard of performance required of employees to avoid negative impacts. Employee job burnout syndrome and the negative effects of workplace pressures can be successfully reduced with the help of strong leadership and leader support.

RECOMMENDATIONS

Research and data collection in this study is a cross-section, where the data is only taken at one particular time. It can affect the findings in the ca- usality of the variables in this study. Longitudinal studies can track the causal relationships between research variables, such as job demand, employee performance, job burnout, and job resources. The

study is only concerned with the variables and indicators of job resources, employee performance, and job burnout. Variables outside the research that can support the research model need to be add- ed, such as personal demand and resources.

This research is limited to employees of the banking sector in Malang. So that in the future, it is hoped that there is a need to make comparisons between other non-banking organizations or broa- der banking organization. Future studies could also conduct semi-structured qualitative interviews with management and non-managerial staff to e- xamine the effects of the JD-R model on various factors. For example, safety climate, commitment to change, workplace bullying, and intention to re- tire early.

CONCLUSIONS

Providing the best working performance is a must for employees. However, amidst the demands to continue to give their best performance, employees face various situations and other demands they must fulfill. Job demand is a demand that employees must face while working. The high double demand also has various negative impacts on employees. This study showed that employees are faced with high job demand, which, if not managed properly by employees, will directly impact high job burnout and decreased performance of the employees concerned. To reduce the negative impact of high job demand, which directly results in an increase in job burnout from employees and directly reduces employee performance levels, this study showed that social support plays a high role in reducing the impact of high job demand on decreased employee performance. In this study, social support moderates the direct effect of job demand on employee performance. These results develop a new concept of the job demand resource (JD-R) model. The JD-R model's central concept, which states a motivational process that assumes that high job resources increase job engagement (Bakker and Demerouti, 2007), can help employees face high job demands. Bakker and Demerouti (2007) also emphasized the nature of motivation (intrinsic and extrinsic) in the motivation process. Low job resources or those that cannot prevent the ability to cope effectively with high job demands can reduce motivation (Demerouti et al., 2001). This study's results show that job resources can motivate

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and help employees face job demands, and social support as an indicator of job resources provides the same role.

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