Project based work has been characterized as fast-paced, dynamic, and conducive to work-related stress. Using Job Demand-Resources (JD-R) theory, the present study aimed to investigate the impact of role stressors on project workers burnout and their extra-role performance. Particularly, role conflict, role ambiguity, and role overload have been shown to be associated with burnout, that individuals who report higher levels of these role variables also report higher level of burnout. In addition, JD-R theory also proposed that job resources may buffer the impact of job demands on burnout. Perceived integration climate is proposed to moderate the negative effect of role stressors and its impact to project workers burnout.
Statistical tools tested 202 respondents from online survey. The result shows that burnout is positively influenced by role stressors, and would negatively associate with extra-role performance. Perceived task orientation (one of the factor of perceived integration climate) acted as moderator in buffering the negative effect of role conflict and role ambiguity on project workers burnout. Additionally, perceived support for innovation also significantly moderate the negative effect of role ambiguity in project workers burnout. The study reveals that the two potential moderators provide resources in terms of support and motivation in buffering the undesired impact of role stressors on project workers burnout. The research contributes to the project management literature by an examination of the antecedents of project workers burnout with the considerations of perceived integration climate as job resources. Moreover, implications and suggestions for future research are also discussed further.

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