Bülent GÃNDÃZ, Burhan ÃAPRÄ°, Zafer GÃKÃAKAN
Burnout and work engagement are significant structures affecting employees’ performances. While some of the employees performing the same work may meet the physical, psychological, social, or institutional demands related to the job, they may pay a price by developing burnout. Some employees in the same environment however, while taking advantage of work resources and meeting expected demands, actualize themselves without losing energy, become satisfied and create a meaningful bond with their jobs (Demerouti, Bakker, Janssen, & Schaufeli, 2001; Schaufeli & Bakker, 2004). According to Maslach and Leiter (1997), burnout is defined as the erosion experiences in work engagement. Accordingly, when the significance of the work undertaken diminishes, loses its meaning and starts becoming boring, the employees’ energy turns into burnout, their work engagement into indifference, and efficacy into insufficiency. One of the significant dimensions directly affecting employees’ work when their work engagement or burnout increases is their job satisfaction. While the bondage and work engagement levels of those with high job satisfaction also increases (Güner, 2007; Høigaarda, Giskeb & Sundsli, 2012; Klassen et al., 2012), their burnout decreases (Alanyal?, 2006; Dinler, 2010; Kinman, Wray & Strange, 2011; Weng et al., 2011).
