Examining the Impact of Social Capital, Workplace Inclusivity, and Role Conflict on Employee Burnout with Psychological Resilience as a Mediator

Abstract

This study investigates the impact of social capital, workplace inclusivity, and role conflict on employee burnout, with psychological resilience examined as a mediating variable within the context of organizational behavior. The purpose of the research is to explore how supportive interpersonal networks, inclusive work environments, and conflicting role demands influence employee well-being, and to determine whether psychological resilience serves as a buffer against burnout. Drawing on social capital theory and stress-coping frameworks, the study employed a quantitative approach using a structured survey questionnaire administered to employees across various organizations in Pakistan. A sample of 400 respondents was selected through stratified random sampling. Partial Least Squares Structural Equation Modeling (PLS-SEM) was used to analyze the data and test the hypothesized relationships. The findings revealed that social capital and workplace inclusivity negatively influenced employee burnout, whereas role conflict had a significant positive effect. Psychological resilience was found to significantly mediate these relationships, particularly reducing the negative impact of role conflict on burnout. The results highlight the importance of fostering social support, inclusive cultures, and resilience-building practices to mitigate burnout risks. This study offers theoretical contributions and practical implications for HR practitioners, organizational leaders, and policymakers seeking to promote employee mental health and sustainable performance outcomes.