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BUSINESS & MANAGEMENT STUDIES:
AN INTERNATIONAL JOURNAL
Vol.:8 Issue:2 Year:2020, 1391-1423
Business & Management Studies: An International Journal Vol.:8 Issue:2 Year:2020, 1391-1423
ISSN: 2148-2586
Research Article
Bu makale, araştırma ve yayın etiğine uygun hazırlanmış ve intihal taramasından geçirilmiştir.
Citation: Özsungur, F., The Effects Of Boreout On Stress, Depression And Anxiety In The
Workplace, BMIJ, (2020), 8(2): 1391-1423 doi:
http://dx.doi.org/10.15295/bmij.v8i2.1460
THE EFFECTS OF BOREOUT ON STRESS, DEPRESSION, AND
ANXIETY IN THE WORKPLACE
Fahri ÖZSUNGUR 1 Received Date (Başvuru Tarihi):
30/03/2020
Accepted Date (Kabul Tarihi):
14/05/2020
Published Date (Yayın Tarihi): 25/06/2020
ABSTRACT
Keywords:
Boreout
Depression
Anxiety
Stress
Chambers Of Commerce
JEL Codes:
O15, L84, L44
The study aims to determine the effects of boreout on employee’s depression,
anxiety, and stress levels. Furthermore, it is aimed to reveal employee’s job meaningless,
employee’s job boring, stress factors, ways of coping and being happy under stress via
interview. This study was conducted with 186 participants recruited from the Chambers of
Commerce in Turkey. Mixed-Method Evaluation Design has been adopted in the study based
on the social exchange theory, which includes quantitative and qualitative analysis methods.
Findings revealed a positive association between boreout, depression, stress, and anxiety.
The coding findings confirmed the three-dimensional structure of the boreout scale those
were the problems arising from managers, employees and working conditions. Furthermore,
stress was perceived by the employees as three main effects in terms of keeping away,
accepting and struggling.
BOREOUT'UN İŞ YERİNDE STRES, DEPRESYON VE ANKSİYETE
ÜZERİNDEKİ ETKİLERİ
ÖZ
Anahtar Kelimeler:
Boreout
Depresyon
Anksiyete
Stres
Ticaret Odaları
JEL Kodları:
O15, L84, L44
Çalışma, boreout’un işgören depresyonu, anksiyete ve stres düzeyleri üzerindeki
etkilerini belirlemeyi amaçlamaktadır. Ayrıca, işgörenin işini anlamsız kılan, çalışanın işini
sıkıcı yapan faktörler, stres faktörleri, bunlarla baş etme yolları ve stres altında mutlu olma
durumlarını ortaya koymayı hedeflemektedir. Bu çalışma, Türkiye’de Ticaret Odalarında
çalışan 186 katılımcı ile gerçekleştirilmiştir. Araştırmada nicel ve nitel analiz yöntemlerini
içeren sosyal değişim teorisine dayanan karma yöntem değerlendirme tasarımı
benimsenmiştir. Bulgular boreout, depresyon, stres ve anksiyete arasında pozitif bir ilişki
olduğunu ortaya koymuştur. Kodlamaya dair bulgular yöneticiler, işgörenler ve çalışma
koşullarından kaynaklanan problemler olan boreout ölçeğinin üç boyutlu yapısını
doğrulamıştır. Ayrıca, stres işgörenler tarafından uzak durma, kabul etme ve mücadele etme
anlamında üç ana etki olarak algılanmıştır.
1 Av. Dr., Adana Alparslan Türkeş Bilim ve Teknoloji Üniversitesi, ticaretsicili@gmail.com,
http://orcid.org/0000-0001-6567-766X
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1. INTRODUCTION
Employees develop a career, gains earnings and interacts with the social and
business network of the businesses in workplaces that takes place an important place
in today's economy. Thanks to this network, individuals prefer a large part of their
time spent in workplaces more than their families. Expectations from the workplace
and managers are revealed in return for this preference. Expectations create an
important social exchange cycle between the individual and the organization (Blau,
1964). The benefit provided and the benefit obtained in exchange cause comparison
and syllogize in the cognitive process. The individual is also affected by many factors
in the workplace while comparing the benefit and harm in the cognitive process
(Foster et al., 2020).
The workplace contributes to the cognitive process and is an important
determinant in the development of behaviors and in triggering the psychological state
(Cangialosi, Odoardi, & Battistelli, 2020). The fact that the activities carried out in the
workplace affect human psychology significantly brings the benefit judgment to be
achieved with social exchange to the forefront (Zagenczyk et al., 2020). At this stage,
the problems related to the job, the obligation of the individual to perform the job for
the financial reasons in the face of finding the job meaningless, despite the job boredom
to achieve the intended result triggers certain conflicts (Santiago, Vega, & Alvarado,
2020). These conflicts can result in psychological negative or positive conditions.
Boreout is one of the negative aspects of these psychological states. Bore-out consists
of three basic factors: crisis of growth, a crisis of meaning at work, and job boredom
(Stock, 2015). This syndrome causes the employees to perceive their work as
meaningless in their workplace, their belief that they do not have career opportunities,
and that they have significant problems focusing on work (Bailey & Madden, 2016).
This negative state can cause the individual to face anxiety and stress (Jones et al.,
2018). Especially, the fact that executives ignore the employees, do not support the
career development, problems related to human resources management, merit
deficiencies affect the employees' problems about their duties and positive thoughts
about the workplace. Thus, the employee gets bored with her/his work and workplace
and is disappointed about her/his plans (Stock, 2015). However, the studies do not
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include any qualitative and mixed findings about why individuals find their jobs
meaningless and get bored with their jobs. The complex cognitive structure of the
human being, the unidentified triggers between his behavior and his psychological
state suggest the following two questions:
Q1. What makes employee’s job meaningless?
Q2. What makes employee’s job boring?
The employee who faced with psychological and physical harassment,
discrediting and ignoring, can find his/her job meaningless. The boreout, which
derives its foundation from Dutton, Roberts and Bednar’s (2010) personal identity
theory, refers to the distinction between acceptance of the individual as both a social
and biological entity. Beyond biological needs, the needs of being a social being assign
a different identity to people. This perception of identity enriches individual
expectations and allows them to adapt to social life or be excluded from society. At
this point the “boreout” manifests itself. Negative work behaviors occur when the
individual has difficulty in demarcating the boundary between his/her biological and
social identity. This interaction may cause the employee to face with boreout (Stock,
2015). Boredom, career problems, and the meaning attributed to work do not arise
spontaneously. This emerges through the interaction between business, the
leader/executive and the employee. Experience, interaction, communication and
perception are the most important factors in the emergence of boreout. Stock (2015)
revealed that negative states related to career and meaning were negatively associated
with the individual's innovative work behavior. The same author found that there was
a negative relationship between customer-oriented behavior and the three dimensions
of boreout. These findings show that boreout can cause negative attitudes and
behaviors in the workplace. However, the findings do not provide evidence of the
association between boreout, stress, depression, and anxiety. In the literature, there is
no study examining the relationship between boreout, stress, depression and anxiety.
There was no empirical study on the effects of boreout on individuals' stress,
depression, and anxiety. It is thought that the investigation of the boreout conditions
of employees in the workplace by qualitative and quantitative methods will provide
to reveal the problems via in-depth analysis.
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Depression is a state of mental disorder in which dysphoria, hopelessness,
devaluation of life, self-deprecation, lack of interest or involvement, anhedonia, inertia
symptoms are observed (Lovibond & Lovibond, 1995). These symptoms can also be
seen as feeling downhearted and blue, sad and depressed, life meaningless, pretty
worthless, become enthusiastic about anything, lack of positive feeling, lack of
enjoyment (Lovibond & Lovibond, 1995). These negative affective states occur in the
workplace for certain reasons. Studies revealed that wages, health insurance, and
workload had depressive effects on teachers (Roberts et al., 2019). Besides, there was
an association between depression and depletion productivity (Swindle, Kroenke, &
Braun, 2001), presenteeism and workplace absenteeism (Evans-Lacko et al., 2016),
smoking status (Halpern, Khan & Rentz, 2001). In particular, it is suggested whether
the negative symptoms with depression are associated with boreout. Boreout's feelings
of boredom, meaninglessness, and anxiety inspire the association with depression.
H1: Boreout is positively associated with depression.
Anxiety is a state of psychological disorder in which autonomic arousal, skeletal
musculature effects, phobias, subjective experience of anxious affect and panic
disorders are observed (Lovibond & Lovibond, 1995). Clercq, Haq, and Azeem (2018)
revealed the mediating role of anxiety on the association between self-efficacy and job
performance. Another study found the association between anxiety and absenteeism
(Olive & Cangemi, 2015). In the face of this association with negative states, the
association between anxiety and assigning meaning of the employee to the job and job
boredom should be investigated. A person exposed to boreout is likely to be
confronted with humiliation, rejection from a group in the workplace (Zellars, 2007).
Therefore, boreout is thought to have a positive relationship with anxiety.
H2: Boreout is positively associated with anxiety.
Stress is a mental state that has a positive or negative effect on an individual's
performance and behavior (Statt, 2004). Stress is a state of difficulty relaxing, nervous
arousal, easily upset or agitated and impatient (Lovibond & Lovibond, 1995). Stress
leads to a reduction in efficiency, reduced self-actualization and taking initiative, and
weakening relationships with colleagues (Fairbrother & Warn, 2003). However, it is
possible to mention the positive effects of stress as far as absorption and goal is
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concerned. Some individuals may choose to struggle with the problems. When the
consciousness of struggle occurs, the hypothalamus sends a signal to the pituitary
gland and secretes adrenaline. The individual focuses on coping with stress with these
signals (Buchanan & Huczynski, 2004). However, this positive effect often affects the
quality of life of employees negatively and negative impacts also occur (LeFevre et al.,
2003).
Studies have shown a relationship between stress and many factors in the
workplace. Former studies revealed an association between stress and mental ill health
(Sparks & Cooper, 1999; Siegrist, 1998), role conflict (Burke, 1988), physical conditions
(Burke, 1988), job satisfaction (Tett & Meyer, 1993; Sullivan & Bhagat, 1992; Williams
& Hazer, 1986; Leong et al., 1996), life satisfaction (Tonsing, 2014), work overload
(Sparks & Cooper, 1999; DeFrank & Ivancevich, 1998), social environment (Sparks &
Cooper, 1999), leader effect (Carlopio, Andrewartha, & Armstrong, 1997), career
development (Nelson & Burke, 2000), job performance (Sullivan & Bhagat, 1992),
organizational commitment (Williams & Hazer, 1986; Naumann, 1993; Tett & Meyer,
1993), autonomy and work stress (Wolfe & Patel, 2019), job satisfaction and burnout
(Embriaco et al, 2007; Leiter, Bakker & Maslach, 2014), employee negative behavior
and transformational leadership (Yao et al., 2014), work load (Løkke & Madsen, 2014).
Løkke and Madsen, (2014) in a study conducted in the public sector, showed that
senior managers experienced less stress than other managers and employees. This
finding reveals that the stress state has changed according to organizational status.
Meaningfulness of work restrains the association between stress and autonomy in the
workplace (Wolfe & Patel, 2019).
H3: Boreout is positively associated with stress.
Q3. What are the most important factors that cause an employee to be stressed in the
workplace?
Q4. What does an employee do to get rid of stress at work?
Q5. What does an employee do to be happy under stress?
The aim of the study is to determine the effects of boreout on employee’s
depression, anxiety, and stress levels. Furthermore, it is aimed to reveal employee’s
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THE EFFECTS OF BOREOUT ON STRESS, DEPRESSION, AND ANXIETY IN THE… 1396
job meaningless, employee’s job boring, stress factors, ways of coping and being happy
under stress via interview.
2. METHODS
2.1. Participant
According to the 2018 workforce data obtained from the Insurance and
Retirement Fund Foundation of the Union of Chambers and Commodity Exchanges
of Turkey, there were a total of 1725 employees (988 male, 737 female). The
questionnaire was created in a virtual environment via Google Forms. The
questionnaires were sent to 566 employees through the general secretariats and
websites of the relevant chambers of commerce via e-mail. 186 questionnaires were
received at the rate of 10% of the universe.
Participants (N = 186) were selected from the Chambers of Commerce in
Turkey in January 2019. Participants were working as employees offering services in
chambers of commerce operating in the province of Ankara, Adana, Izmir, and
Istanbul in Turkey. On the other hand, participants were informed that participation
in the questionnaire was voluntary and that it could be terminated at every stage of
the study and signed the consent form.
2.2. Measures
Boreout (BRT) scale developed by Stock (2015) was used in the study. This scale
consists of 11 items and 3 dimensions. These dimensions are as follows: the crisis of
meaning at work (4 items) (CMW) (Schnell, 2010), job boredom (3 items) (JB) (Fisher,
1998), the crisis of growth (4 items) (CG) (Bakker, van Veldhoven, & Xanthopoulou,
2010). The scale is measured using the 7-point Likert scale. The dimension of CG is
conversely measured relative to other dimensions. Because this dimension has a
positive meaning compared to others. Turkish validity and reliability of the scale have
not been performed before. The validity and reliability of the scales were determined
according to the confirmatory factor analysis results obtained in this study [χ2 (186):
595,828, p < .01; χ2/df: 1,850; SRMR: ,033; RMSEA: ,064; NNFI: ,923; IFI: ,935; CFI: ,934;
GFI: ,839; AGFI: ,796]. The Cronbach’s Alpha values of the scales were measured as
follows (stress=.938; depression= .901; anxiety= .890; boreout= .842). On the other
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hand, the scale was previously studied in Turkish (Özsungur, 2020; Karadal,
Abubakar, & Erdem, 2018).
The Depression Anxiety Stress Scale-21 (DASS-21) consisted of 21 items (self-
report questions)measured the dimensions regarding depression (DASS-Depression),
anxiety (DASS-Anxiety) and stress (DASS-Stress). These subscales rated on a four-
point Likert type scale to measure the frequency of depression, anxiety, and stress
symptoms over the past week. Seven items measured DASS-Depression comprised of
dysphoria, hopelessness, devaluation of life, self-deprecation, lack of
interest/involvement, anhedonia, and inertia symptoms. Seven items measured
DASS-Anxiety comprised of Autonomic arousal, Skeletal musculature effects,
Situational anxiety, Subjective experience of anxious effect. Seven items measured
DASS-Stress comprised of difficulty relaxing, nervous arousal, easily upset/agitated,
irritable/over-reactive, impatient. Each subscale included seven items rating on a four-
point scale ranging from 0 (Strongly Disagree) to 3 (Totally Agree). Items were
summed up to create a total DASS-21 score. Yıldırım, Boysan, and Kefeli (2018)
developed the Turkish version of the DASS-21 that the Turkish version of the scale had
excellent internal reliability, with Cronbach’s alphas ranging from 0.87 to 0.90. They
indicated that this scale had adequate psychometric properties in non-clinical samples.
2.3. Procedure
A mixed-method was adopted in the research. The mixed-method is a method
in which quantitative and qualitative methods are applied together (Onwuegbuzie &
Leech, 2004). This method provides the evaluation, verification, and clarification of the
results obtained by the quantitative method (Davies, 2000). The quantitative method
is used to measure the level within certain limits with predefined questions. The
qualitative method, on the other hand, provides the emergence of the causes and
consequences of a particular phenomenon (Greene, Caracelli & Graham, 1989). The
mixed-method ensures that the missing aspects of both methods are completed.
Therefore, it is a method recommended in the literature.
2.4. Interview Questions
In the qualitative research method, the data obtained were reported by coding,
identification, classification and component analysis (Spradley, 1980). In cases where
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data need to be coded, the following analyzes in the coding process proposed by Miles
and Huberman (1994) were used respectively. 1-Conceptualization: a) Reading and
absorption the words, sentences, and paragraphs in the data set b) Linking the
responses with the fields (management, personnel, etc.) of the researched subject c)
Linking the subjects highlighted by the participants with the fields and determining
the priority areas 2-Classification analysis: Classification of each field within itself:
simplification of data, creation of themes (categories) by grouping related concepts,
grouping themes close to each other. 3-Component analysis: Defining the properties
of the state encoded under the theme and supporting these definitions with
participatory data (Strauss & Corbin, 1990). The analysis performed during the coding
process was shown in Figure 1.
Figure 1. Analysis of Qualitative Data Coding Process
2.5. Data Analysis
Structural Equation Modeling (SEM) was implemented to analyze the findings
of the study. SEM, implemented through the AMOS software, aims to reveal causal
associations between the latent variables and observed variables (Hu & Bentler, 1999;
Gefen, Straub & Boudreau, 2000). The coefficients to determine the good fit criteria of
the model are as follows: χ2, χ2 / df, RMSEA, SRMR, GFI, AGFI, CFI, IFI, NNFI (TLI).
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3. RESULTS
3.1. Demographics
Demographic variables on participants' gender, age, marital status, education
and manner of work level were presented in Table 1.
Table 1. Personal Demographic Variables Table
Demographic variables
f
%
Gender
Female
Male
72
114
38.7
61.3
Age
18-23
24-29
30-35
36-41
42-47
48-53
54 and over
10
36
49
48
20
16
7
5.4
19.4
26.3
25.8
10.8
8.6
3.8
Marital
status
Single*
62
33.3
Married
124
66.7
Education
level
High school graduate and
less**
25
13.4
Associate's degree
27
14.5
Bachelor’s degree
Master's degree
116
18
62.4
9.7
I offer service directly to the
customer
141
75.8
Manner of
Work
I do not offer service directly to
the customer
45
24.2
Note: *The statistical results of "widowed" and "divorced" participants were combined under "single": widowed (f=1;0.5%);
divorced (f=5; 2.7%), ** "Primary school graduate" results were included in the category of "High school graduate and less":
primary school graduate (f=1; 0.5%).
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38,7% of the participants were female and 61,3% were male. 71.5% of the
participants were between the ages of 24-41. 66,7% of the participants were married
and 62,4% had bachelor's degree. The participants who offered services directly were
75,8%.
3.2. Construct Validity
The harmony between the structure predicted in the social and behavioral
sciences and the actual structure is determined by CFA. On the other hand, CFA allows
the latent variables to be measured by the observed variables. CFA is used to test how
well the measured variables represent the number of structures and is a multivariate
type of statistical analysis (Brown, 2015). This statistical procedure provides
confirmation of the theoretically proposed model (Field, 2005). Therefore, structural
relationships related to direct and indirect effects should be verified with CFA
regardless of the number of models (Kline, 2016). Scale items should be included in the
analysis as the observed variable during validation with CFA (Hair et al., 2016). In the
hypothesis test after model verification is performed, the averages of the scales are
taken and the relationships are reported by testing the model values (Hu & Bentler,
1999). Therefore, these stages suggested in the literature were applied in the study.
Estimated model of CFA is presented in Figure 2.
Figure 2. The Research Model
During the SEM analysis, the model did not show a good fit [χ2 (186): 2338,806,
p < .01; χ2/df: 5,041; SRMR: .681; RMSEA: .139; NNFI: .589; IFI: .618; CFI: 616; GFI:
.489; AGFI: .419]. Initial model fit values are shown in Table 2. In CFA, the theoretical
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model must provide good fit values to be validated. Two methods are recommended
in the literature to ensure good compliance values. The first is to discard items with
low standardized regression weight from the model (Field, 2005; Stevens, 1992). The
second path is to link items with high covariance loads (Brown, 2015). Discarding
items is not be a preferred method. Because the items are the building blocks
representing the model. For this reason, initially, it is recommended to link the items
with covariance. Following this procedure, the standardized regression weights of
Boreout and DASS-21 items (over 0,6) met the criteria and these items were not
discarded from the model. As suggested in the literature, items with high covariance
weights were linked. 6th and 7th items of depression scale, 2nd, 3rd, 4th, 5th items of
the anxiety scale, 2nd, 3rd, 4th, 5th items of stress scale were linked to each other
(Depression covariance MI: e27-e26 = 24,319; anxiety covariance MI: e24- e23 = 13,400;
e22-e21 = 58,093; stress covariance MI: e17-e16 = 16,376; e15-e14 = 10,627). The values
obtained as a result of covariance had a statistically significant contribution to the
model. After these processes, the model met the good fit coefficient threshold values
(Figure 3).
Figure 3. Model Reflection after Modification
Model good fit values are presented in table 2 [χ2 (186): 595,828, p < .01; χ2/df:
1,850; SRMR: ,033; RMSEA: ,064; NNFI: ,923; IFI: ,935; CFI: ,934; GFI: ,839; AGFI: ,796].
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Table 2. Model Fit Coefficients
Fit
Index
Initial
Model
Values
Modified
Model
Values
One Factor
Model
Values
Acceptable Model Fit
Levels
References
χ
2
2338.806
; p =
.000
595.828;
p < .01
2809.262;
p=.000; Δ χ2
=2213.434
Low χ
2
value and
p < .01; p > .05
Hooper, Coughlan and
Mullen (2008)
χ
2
/df
5.041
1.850
6.041
χ
2
/df < 3
χ2/df < 2
Wheaton et al. (1977);
Kline (2005);Tabachnick
and Fidell (2007)
RMSE
A
.139
.064
.156
RMSEA < .05–Good
RMSEA < .08–
Acceptable
Hu and Bentler (1999)
Steiger (2007)
SRMR
.681
.033
.725
.00≤SRMR≤.05 Good
.05≤SRMR≤.10Acceptabl
e
SRMR ≤ .08
Byrne (1998)
Diamantopoulos and
Siguaw (2000);Hu and
Bentler (1999)
GFI
.489
.839
.472
.95 ≤ GFI ≤ 1 Good
.90 ≤ GFI ≤ .95
Acceptable
Tabachnick and Fidell
(2007);Miles and
Shevlin (2007)
AGFI
.419
.796
.400
.90 ≤ AGFI ≤ 1.00 Good
.85 ≤AGFI≤.90
Acceptable
Tabachnick and Fidell
(2007)
CFI
.616
.934
.519
.95 ≤ CFI ≤ 1.00 Good
.90 ≤ CFI ≤ .95
Acceptable
Hu and Bentler (1999)
Schumacker and
Lomax, 1996
IFI
.618
.935
.522
95 ≤ IFI ≤ 1.00 Good
Miles and Shevlin
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.90 ≤ IFI ≤ .95
Acceptable
(2007)
NNFI
(TLI)
.589
.923
.487
.97 ≤ NNFI ≤ 1 Good
NNFI > 0.90 Acceptable
Hu and Bentler (1999);
Fan, Thompson and
Wang (1999)
Bentler and Bonett
(1980)
Note: χ2 Discrepancy Chi Square; χ2/df (Chi Square/Degrees of Freedom); RMSEA (Root Mean Square of Error
Approximation); SRMR (Standardized Root Mean Square Residual); GFI (Goodness of Fit Index); AGFI (Adjusted Goodness of
Fit); CFI (Comparative Fit Index); IFI (Incremental Fit Index); NNFI (Non-Normed Fit Index ) TLI (Tucker-Lewis Index)
After the modifications, the model met the good fit criteria. However, the
impact of the clarity of measurement tools for participants on the results of the analysis
needs to be explored. Therefore, as suggested in the literature, the research model was
compared with a single-factor structure. The single factor structure is performed to
reveal the existence of common method biases (MacKenzie & Podsakoff, 2012). In this
method, items of all scales are collected under a single structure. The significant
difference between the one-factor structure obtained and the model structure analyzed
theoretically is revealed in this method. The variance between the Chi-Square (χ2)
values of the results obtained provides evidence about the existence of the common
method of bias (MacKenzie & Podsakoff, 2012). The data obtained according to this
method proved that there is no common method bias in the measurement tools (Δ χ2
= 2213,434; p <.01).
When the model good fit values and analysis findings were compared, it was
found that the AGFI and GFI values were below the threshold value. In the literature,
it is suggested that these two values are sensitive to the sample size, therefore CFI, IFI,
SRMR, and RMSEA values should be taken into consideration as a criterion (Hu &
Bentler, 1999; Kline, 2016). Especially in model analysis, it is suggested that these
values should be above the threshold value (Hu & Bentler, 1999). In the literature, it is
argued that if GFI and AGFI are below the threshold value, other values are acceptable
(Brown, 2015; Hu & Bentler, 1999). The reason for this is that these values are measured
as low especially in small samples depending on the number of samples. If the CFI,
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IFI, and TLI values are above the threshold values, other model good fit values can be
accepted (Brown, 2015). As a result, the model was found to meet good fit criteria.
Boreout scale consists of 11 and the DASS-21 scale consists of 21 items. The
factor loadings of the scale constituting the scale are suggested to be 0.300 and above
in the literature (Tabachnick & Fidell, 2007). Analysis findings showed that factor loads
varied between 0.600-0.900. These findings demonstrated that the items could measure
the scale to which they depended without error. On the other hand, the average
variance extracted (AVE) values were determined as follows: boreout = 0,489;
depression = 0.568; anxiety = 0,521 and stress = 0,679. The AVE value for Boreout was
measured under 0.5. However, as suggested in the literature, this value is acceptable
since the composite reliability (CR) value is more than 0.7 (Fornell & Larcker, 1981;
Hair et al., 2016; Nunnally, 1976; Kline, 2005; Kline, 2016; Hu & Bentler, 1999). In light
of these results, the findings met the convergent validity criteria.
Table 3. Convergent and Discriminant Validity of the Model
α
CR
AVE
MSV
MaxR(H)
Stress
Depression
Anxiety
Boreout
Stress
.938
.937
.679
.672
.943
.824a
-
-
-
Depression
.901
.901
.568
.533
.911
.730*
.754
a
-
-
Anxiety
.890
.883
.521
.672
.891
.820*
.673*
.721
a
-
Boreout
.842
.870
.489
.341
.871
.419*
.584*
.366
a
-
Mean
-
-
-
-
-
1,06
1,10
.668
2,72
Std.
Deviation
-
-
-
-
-
.858
.773
.738
1,27
Note: α= Cronbach's alpha; CR= composite reliability; AVE= average variance extracted; MSV= maximum shared variance;
MaxR(H)= maximum reliability; a Square root of AVE value; * Pearson Correlation; AVE is significant over the 0.50 level, the
acceptable value of CR is 0.7 and above; DASS-21 Cornbach α=0.953
In the context of discriminant validity, a value of less than 0.85 is evidence of
the existence of discriminant validity between the two scales (Fornell & Larcker, 1981).
The model met the threshold values recommended in the literature. The convergent
and discriminant (divergent) validity method is applied to confirm the measurement-
specific distinctiveness of measurement tools after modification (Kline, 2016). In this
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method, the indifference of the items or measurement tools are measured (Nunnally,
1976). Recommended values for measurement are composite reliability (CR), average
variance extracted (AVE), maximum shared variance (MSV), maximum reliability
(MaxR (H)), and Pearson Correlation. AVE values should be higher than 0.5 and CR
values should be higher than 0.70 (Hu & Bentler, 1999; Fornell & Larcker, 1981; Hair et
al., 2016). Also, AVE values should be less than its square root (Fornell & Larcker,
1981). The square root of AVE values were determined as stress=0,824,
depresion=0,754, anxiety=0,721 and boreout=0,699. According to the results, the
research scales met the convergent and discriminant validity. The composite reliability
values of the factors were measured as stress=0,937, depresion=0,901, anxiety=0,883
and boreout=0,870. Cronbach's α values with internal consistency coefficients were
also calculated and measured as stress=0,938, depresion=0,901, anxiety=0,890 and
boreout=0,842. Discriminant validity is acceptable if CR values are higher than 0.7
(Fornell & Larcker, 1981). Although the AVE value of the "boreout" variable is 0.489
(rounded to 0.50), it meets all the criteria as suggested in the literature. In light of these
results, depression, stress, anxiety, and boreout were found to be valid and reliable. In
addition, the mean scores and standard deviation data of the scales were determined
as follows: stress: 1,06 (±.858), depression 1,10 (±.773), anxiety .668 (±.738), boreout 2,72
(±1,27).
3.3. Direct Effects
The model fit coefficients of the model examined to test direct effects were given
in Table 4. The effects of the exogenous variable of boreout on the endogenous
variables of depression (t = 6,623, p <.01), anxiety (t = 4,108, p <.01) and stress (t =
5,218, p <.01) were found to be significant in this model. The direct effects were
detected using the Bootstrap method via the AMOS software (Byrne, 2013).
Bootstrapping is a method that provides an estimation of the current sample with a
larger data set (Sacchi, 1998). The bootstrap method is recommended because it is a
reliable method in the calculation of indirect and direct effects analyses (Hair et al.,
2016, 2006).
The direct effect of boreout on DASS-21 subscales was found to be significant
(Boreout Depression; BoreoutAnxiety; Boreout Stress. According to the findings
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obtained by Structural Equation Model (SEM) analysis with AMOS, boreout was
positively associated with depression (H1: β=0,584 t=6,623; p<0,01), anxiety (H2:
β=0,366; t=4,108; p<0,01) and stress (H3: β =0,419; t=5,218; p<0,01). Thus, hypotheses
H1, H2, H3 for the direct effects were supported. The results of the research
demonstrated that when boreout increased, depression, anxiety, and stress levels also
increased.
Table 4. SEM Analysis Findings
Boreout
Lower
Bounds
Upper Bounds
T
(1860)
β
p
Direct Effects
Depression
.416
.715
6.623
.584
.001**
Positive
Anxiety
.220
.516
4.108
.366
.001**
Positive
Stress
.258
.569
5.218
.419
.001**
Positive
Note: *significant at 0.1 (two tailed); ** p is significant at 0.05 (two tailed) *** p is significant at 0.01 (two tailed); The
confidence interval values for direct effects were calculated by bootstrap with N = 1860. If zero (0) does not match within the
confidence interval values, the direct effect is significant; β, Standard Beta; t: Critical ratio
3.4. Qualitative Findings
3.4.1.Job Meaningless
Participants were asked whether their job was meaningless. According to the
obtained results, 40,29% of the participants find their job as meaningless due to the
manager actions, of the 30,63% reasons based on employees, of the 9,12% reasons
based on working conditions (Table 5).
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Table 5. The Coding Analysis Results of Job Meaningless
What makes your job meaningless?
f
%
Dimension
Subdimension
Problems arising from managers
Be unappreciated
11
5.91
Work overload
11
5.91
Unfair task distribution
10
5.37
Assigning inexpedient tasks
9
4.83
Mobbing
13
6.98
Obstruction of job
21
11.29
Problems arising from employees
Unrecompensed for effort or work
28
15.05
Finding job meaningless
19
10.21
Finding job simple
7
3.76
Necessity
3
1.61
Problems arising from working
conditions
Time
5
2.68
Customers
3
1.61
Other
9
4.83
Those who do not want to
comment.
37
19.89
Participants can think through experience that their work is meaningless: “My
job is meaningless because the service sector is an unlimited sector and it will never
ends.” “Missing and time-consuming task types that have nothing to do with job
description” “What I don't know why and things that I can't make sense are
meaningless to me”. Participants stated that when they make a comparison between
their competencies, they see the work as simple and cause them to see it as
meaningless: “Simplify the job, not being aware of the seriousness of the work”.
Participants highlighted that performing the job due to their financial conditions and
needs was an important factor in job meaningless.
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3.4.2. Job Boredom
The participants were asked whether the job was bored them. According to the
results, 23,65% of the participants find their job as boring due to the manager actions,
of the 35,50% reasons based on employees, of the 25,25% reasons based on working
conditions (Table 6). According to the results of the interview, the participants stated
that the working conditions were the factors of frustration of self-fulfillment, carrier
development, bureaucracy, workplace climate, customer-related problems and time
constraints.
Table 6. The Coding Analysis Results of Job Boredom
What makes your job boring?
f
%
Dimension
Subdimension
Problems arising from working
conditions
Frustration of self-fulfillment/ Works
that are not suitable for carrier
development
8
4.3
Bureaucracy
11
5.91
Environmental factors/Workplace
climate
7
3.76
Customer-related problems
9
4.83
Time
12
6.45
Problems arising from employees
Job dislike
3
1.62
Unworthy job
12
6.45
Monotonous job
51
27.43
Problems arising from managers
Psychological pressure
3
1.62
Be unappreciated
4
2.15
Work overload
7
3.76
Be ignored
3
1.61
Problems based on managers
27
14.51
Those who do not want to comment
29
15.6
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Participants stated that job boredom was caused by the actions of the managers.
The executive actions, which confine the area of individual freedom, burn out the
individual psychologically and spiritually, and reduce the psychological power by
overburdening the physical power cause job boredom. Participants expressed that
they were subjected to the factors caused job-boredom as psychological pressure
(“...working under pressure, to be hurried.”), being unappreciated (“I have passed
money and spiritual dimension, they do not even thank.”), work overload
(“...unnecessary workload”) and being ignored by the managers (“This is my chair, I'm
sitting idle all day.”). In addition they stated due to the characteristics of the managers
affected their job and achieving goals it was caused job-boredom: “Uneducated and
uninformed business owners” “That the person who gave the task does not know
whether the work is my responsibility or not despite this he calls me to account”.
3.4.3. Stress Factors in the Workplace
The participants were asked the most important factor that caused them to have
been stressed with their job. According to the results, 38,7% of the participants stressed
due to the manager actions, of the 23,13% reasons based on employees, of the 38,17%
reasons based on working conditions (Table 7).
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Table 7. The Coding Analysis Results of Stress Factors in the Workplace
What is the most important factor that causes you to be
stressed about your job?
f
%
Dimension
Subdimension
Working
conditions
Relations with colleagues and restlessness
18
9.68
Work overload
16
8.60
Personal rights
14
7.52
Liability/risk
16
8.6
The difficulty level of the job
7
3.77
Based on
employees
Professional inadequacy (phobias, failure,
panic)
19
10.23
Relations with the customers
24
12.9
Based on
managers
Management problems
20
10.75
Psychological pressure/mobbing
8
4.30
Inequality in task distribution
4
2.15
time management stress
40
21.5
Participants expressed the stress they experienced in the workplace with the
same headings as the boreout state. One of the most crucial factors was stated as
working conditions and workplace climate. While the workplace climate was stated as
an important stress factor by the participants, the working conditions were perceived
as the same with this factor. Therefore it was examined under the same heading. Stress
factors reported by the participants were expressed as follows: Relations with
colleagues and restlessness (“to manage the situation in order to carry out the
relationship between the two people”, “work with stressed colleagues”
“personalization of events of colleagues, ego”), work overload (“when work
intensively high, complaints can occur to my superior”, “Apart from our work, we
have a problem of time in our main business due to the jobs coming in the form of a
drudgery”), personal rights (“Working conditions, the fact that the annual permits
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have never been used is a situation I think every day”), liability/risk (“Being at risk”;
“Being about money, not tolerate any mistakes”) and the difficulty level of the job
(“..lack of solution” “..complexities”).
One of the main reasons for the stress experienced in the workplace is the issues
arising from the actions of the managers. Participants stated that managers were not
aware of their responsibilities, they were unstable and inconsistent, they could not do
the work properly, they kept their egos at the forefront: “Highly ignorant executives,
they know it all!”, “Different and personal caprices come to the forefront”. The
participants stated that they experienced stress when they were subjected to
psychological pressure and mobbing in the workplace: “supervisor pressure” “they
always call me to account”, “mobbing”. According to the participants, one of the
actions of the managers triggering the stress is the unfairness of the managers. They
stated that when they did not distribute tasks and responsibilities fairly, they got a
significant level of stress with their work: “Disordered working system in the
workplace and the pressure on me as a result of the demand of the works that do not
belong to my field”. Chambers employees also revaled that stress caused the time
management not to be performed correctly by the managers: “Our business depends
on time.” “Finish the job in time, deadline pressure!”.
3.4.4. Wipeout Stress in the Workplace
The participants were asked how to get rid of stress in the workplace. According
to the results 62,89% of the employees prefer keeping away from stress, 9,68% accept
the stress, of the 27,43% are coping with stress in the workplace (Table 8).
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Table 8. The Coding Analysis Results of Coping With Stress in The Workplace
What do you do to get rid of stress at work?
f
%
Dimension
Subdimension
Keep away from stress
Strengthen communication with colleagues / talk
15
8.06
Short break to work/take a break
38
20.43
Listening to music-hobbies-sports activities
37
19.89
Smoking- coffee-tea
24
12.9
Social media
3
1.61
Acceptance of stress
-
18
9.68
Cope with stress
Self motivation
29
15.6
Being fortitude
10
5.38
Try not to see problems
12
6.45
Participants suggested keeping away from stress as the most effective method
to wipe out stress. They stated as a method of keeping away from stress that they
strengthened communication with colleagues: “I contact my colleagues who are more
experienced than me.”, “I visit other services and offices”. Participants believe that a
short break to work (“I rest for a short while.” “I take a break to get some fresh air.”),
music-hobbies-sports activities (“I listen to classical music, air the room, walk around,
eat and drink.”), smoking-coffee-tea habits (“I give short breaks such as coffee, tea
break.”) concerning with social media (“I try to follow the news and social media.”)
can to wipe out stress in the workplace. On the other hand, the participants believe
that the acceptance of stress, albeit to a lesser extent, wipe out stress: “Getting rid of
stress is hard.”, “…there is nothing to do”. These participants think that stress can be
wipe out by accepting stress instead of struggling.
Participants prefer to cope with stress as another method to wipe out: Self
motivation (“I try to make my work as stress-free and enjoyable as possible” “I am
gonna be alone with myself and empty my mind.”), being fortitude (“Focus on my
work, I try to do the best.”) and trying not to see problems (“I try not to deal with those
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who have understanding problems, as much as I can.”; “I minimize communication
with negative people.”).
3.4.5. Being Happy While Stressed
The participants were asked how to be happy while stressed in the workplace.
According to the results 56,46% of the employees prefer keeping away from stress,
11,29% accept the stress, of the 32,25% are coping with stress to be happy in the
workplace (Table 9).
Table 9. The Coding Analysis Results of Coping with Stress in the Workplace
What do you do to be happy when you're stressed?
f
%
Dimension
Subdimension
Inactivity
21
11.29
Self motivation
Focus on job
13
6.99
Spiritual satisfaction
13
6.99
Positive sense
34
18.28
Taking a rest and break
Take a break
17
9.14
Listening to music-hobbies-
sports activities
44
23.65
Communication/talk
23
12.37
Eating, drinking and
smoking
21
11.29
11,29% of the participants who participated in the research argued that being
happy was possible by accepting the stress:” This is the most difficult. I cannot do
anything. I have no way.” “What can you do? I am alone with faces like court walls
and have headaches.”. 32,26% of the participants think that the self-motivation of the
employee can turn the stressful state to the advantage of happiness: Focus on job [“I
finish my work then go out early”; “I focus on finishing the job, then I reward myself
(tea, coffee etc.)]”, spiritual satisfaction (“I pray the God”; “I talk to my family.”) and
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positive sense (“positive thinking is enough to make me happy “; “I think about the
future and say to myself that be patient!”).
Of the 45,16% participants become happy when they take a break (“I get away
from my place, I'm going to throw the current gloom off me.”), perform music-
hobbies-sports activities (“I listen to music, I also do sports outside after hours.” “I try
to do an activity that I love.”) and communicate with people (“I try to chat with people
while I am doing my job” “I would like to joke and talk”). 11,29% of the participants
are able to cope with stress through coffee, smoking and eating habits: “I go out to
smoke.”, “I get a bite to eat”.
4. DISCUSSION
The effects of boreout on depression, anxiety and stress of the employees
affiliated to chambers of commerce were examined in this study. Boreout syndrome
causes the employees to perceive their work as meaningless in their workplace, their
belief that they do not have career opportunities, and that they have significant
problems focusing on work. According to the researches on this subject, employee
innovative work behavior was associated with the crisis of growth and meaning
negatively (Stock, 2015). According to another finding, a negative relationship was
found between the crisis of meaning and growth at work, job boredom and customer-
oriented behavior. According to the quantitative results, it was found that boreout was
positively associated with depression (H1), anxiety (H2) and stress (H3). Previous
studies clearly revealed the negative workplace effects of boreout (Stock, 2015; Stock,
2016; Moeller et al., 2018), depression (Swindle, Kroenke & Braun, 2001; Evans-Lacko
et al., 2016; Halpern, Khan & Rentz, 2001), anxiety (Lovibond & Lovibond, 1995;
Clercq, Haq & Azeem, 2018; Olive & Cangemi, 2015; Zellars, 2007) and stress (Statt,
2004; Lovibond & Lovibond, 1995; Fairbrother & Warn, 2003; Buchanan & Huczynski,
2004; LeFevre, Matheny, & Kolt, 2003; Sparks & Cooper, 1999; Siegrist, 1998; Tett &
Meyer, 1993; Sullivan & Bhagat, 1992; Williams & Hazer, 1986; Leong et al., 1996;
DeFrank & Ivancevich, 1998) on employees (H1, H2, H3). However, there was no study
directly related to the hypothesis results.
Findings revealed the positive association between boreout, depression, anxiety
and stress. Qualitative findings confirmed the positive association between stress and
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boreout. This finding proves the great impact of boreout on the chambers employees.
Furthermore, the qualitative research findings showed that the meaningless of job and
the job boredom, which are two main factors of the boreout syndrome, significantly
affect the employees in comparison to the other sub-dimensions (opportunities for
personal growth and development). In addition, the coding findings confirmed the
three-dimensional structure of the boreout scale (Table 10). Stock (2015) revaled that
the crisis of growth dimesion (the third dimension of the boreout) involved
“opportunities for personal growth and development”, “the feeling of achievement”,
“the possibility of independent thought and action”, “learning new things”. The
qualitative analysis findings showed that “the crisis of growth” dimension appeared
under the “boredom” dimension and “working conditions” sub-dimension.
According to the interview responses it was determined that participants did not link
carrier development with “opportunities for personal growth and development”.
Especially career development was emphasized linked to working environment and
conditions in stress factors.
It is noteworthy that close to 20% of participants did not want to comment on
these two factors. Participants who avoided commenting on these questions
responded questions on stress. This shows the effect of mobbing. The problems caused
by the managers were mostly revealed by the participants. This finding indicates that
the meaning of the job wipes out when employees perform tasks under the negative
influence of the manager. The employees associate job boredom with themselves. The
results of the research revealed that the employees were mostly keeping away from
stress to wipe out the stress and be happy. In addition, the results showed that the
stress of time management significantly affected the work life.
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Table 10. The Coding Analysis Comparison Table
Factors
Meaningles
s of job
Job
boredom
Stress
factors
Behaviors
Wipeout
Stress
Being
Happy
While
Stressed
n
%
n
%
n
%
n
%
n
%
Problems
arising
from
managers
75
40.33
47
25.26
71
38.17
Keep away
from stress
117
62.9
105
56.46
Problems
arising
from
employees
57
30.64
66
35.48
43
23.12
Acceptance
of stress
18
9.68
21
11.29
Problems
arising
from
working
conditions
17
9.14
44
23.65
72
38.71
Cope with
stress
51
27.42
60
32.25
5. LIMITATIONS AND RECOMMENDATIONS FOR FUTURE STUDIES
This study is a research that has not been studied before, which investigated the
association between boreout, stress, depression and anxiety and their negative effects
on employees. However, there were some limitations for the study. The fact that the
study limited with employees recruited from chambers of commerce in Turkey sample
affected the generalizability of the results (Converse & Presser, 1986). Boreout, stress,
depression and anxiety scales involve negative items and can create inconsistency in
terms of the responses. Indeed, some participants did not accept to answer job-
boredom and job meaningless questions. Furthermore boreout can be explained by
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following three factors: managers, employees and workplace conditions. Stress is
perceived by the employees as three main effects in terms of keeping away, accepting
and struggling. It is thought that this new knowledge will make crucial contributions
for future studies.
The negative psychological states that boreout reveals in the workplace can
affect its organizational climate, employee satisfaction and commitment, and leader-
employee interaction. This can negatively affect organizational performance, service
innovation behavior, and intrapreneurship. Due to this reason, it is recommended to
develop a strategy to eliminate the negative effects of boreout via human resources
management in organizations. It is also recommended that group work, vocational
training be performed in the context of boreout, stress and depression management.
Considering the importance of working conditions in stress factors, it is important to
review the working conditions of the employees for being away from stress. It should
be taken into consideration by the managers that employees have private lives. In
order to eliminate the stress of the employees, they generally prefer to keep away from
the workplace, it requires the establishment of some areas of freedom in the
workplaces. It should be kept in mind that work place needs to be given importance
to human element for increasing productivity and sustainable competition. In
particular, managers should be given training on stress, depression and anxiety.
Conducting qualitative studies on boreout with various samples will make
important contributions to the literature. It is recommended to examine psychological
empowerment and the association between successful aging, burn out in the
workplace and the study variables (Spreitzer, 1995). Furthermore, the boreout scale
can be redeveloped by evaluating with stress factors.
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