How does adhocracy culture affect job satisfaction via burnout? A moderated mediation model focused on generation X, Y and Z

Purpose This study aims to investigate how adhocracy culture influences job satisfaction and burnout and how these relationships differ across generations through the job demands-resources (JD-R) model. Design/methodology/approach Using data from the Human Capital Corporate Panel collected by the Korean Government and the Korean research institutes, the research employs mediation, moderation and moderated mediation analyses to uncover nuanced relationships among job satisfaction, adhocracy culture, burnout and generation. Findings The findings reveal that adhocracy culture directly improves job satisfaction and reduces burnout. Burnout negatively mediates the relationship between adhocracy culture and job satisfaction. Next, generational differences moderate the strength of the relationship between adhocracy culture and burnout, with stronger effects for younger generations. Lastly, the indirect impact of adhocracy culture on job satisfaction through burnout varies by generation, with a stronger mediation effect when Gen-Y and Gen-Z are involved. Originality/value This study extends the JD-R model by viewing adhocracy culture as an organizational resource and by incorporating generational perspectives to explain generational differences in job satisfaction. The findings also highlight the importance of considering generational differences to enhance job satisfaction.