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causes of burnout

Work overload, lack of control, insufficient rewards, poor community relationships, perceived unfairness, and values conflict are key factors contributing to employee burnout. A manageable workload, professional autonomy, adequate recognition, supportive relationships, fairness in decision-making, and alignment of personal and organizational values can enhance job engagement and reduce burnout. Addressing these areas is essential for maintaining employee well-being and productivity.

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Soumi Dey
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13 views

causes of burnout

Work overload, lack of control, insufficient rewards, poor community relationships, perceived unfairness, and values conflict are key factors contributing to employee burnout. A manageable workload, professional autonomy, adequate recognition, supportive relationships, fairness in decision-making, and alignment of personal and organizational values can enhance job engagement and reduce burnout. Addressing these areas is essential for maintaining employee well-being and productivity.

Uploaded by

Soumi Dey
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as DOCX, PDF, TXT or read online on Scribd
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Work overload contributes to burnout by depleting the capacity of people to meet the demands of

the job. When this kind of overload is a chronic job condition, there is little opportunity to rest,
recover, and restore balance. A sustainable and manageable workload, in contrast, provides
opportunities to use and refine existing skills as well as to become effective in new areas of activity.

A clear link has been found between a lack of control and burnout. On the contrary, when
employees have the perceived capacity to influence decisions that affect their work, to exercise
professional autonomy, and to gain access to the resources necessary to do an effective job, they are
more likely to experience job engagement.

The area of reward refers to the power of reinforcements to shape behavior. Insufficient recognition
and reward (whether financial, institutional, or social) increases people's vulnerability to burnout,
because it devalues both the work and the workers, and is closely associated with feelings of
inefficacy. In contrast, consistency in the reward dimension between the person and the job means
that there are both material rewards and opportunities for intrinsic satisfaction.

The area of community has to do with the ongoing relationships that employees have with other
people on the job. When these relationships are characterized by a lack of support and trust, and by
unresolved conflict, then there is a greater risk of burnout. On the contrary, when these job ‐related
relationships are working well, there is a great deal of social support, employees have effective
means of working out disagreements, and they are more likely to experience job engagement.

The area of fairness emerges from the literature on equity and social justice. Fairness is the extent to
which decisions at work are perceived as being fair and equitable. People use the quality of the
procedures, and their own treatment during the decision‐making process, as an index of their place
in the community. Cynicism, anger and hostility are likely to arise when people feel they are not
being treated with the appropriate respect.

Finally, the area of values picks up the cognitive‐emotional power of job goals and expectations.
Values are the ideals and motivations that originally attracted people to their job, and thus they are
the motivating connection between the worker and the workplace, which goes beyond the
utilitarian exchange of time for money or advancement. When there is a values conflict on the job,
and thus a gap between individual and organizational values, employees will find themselves making
a trade‐off between work they want to do and work they have to do, and this can lead to greater
burnout.

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