COPING STRATEGIES

1. Share work problems
2. Recreational activities
3. Understanding the stresses of the job
4. Saying no to work demands
5. Delegating responsibility
6. Chunking work into manageable parts

Shared from:

JAMES C. SARROS, (1988),"ADMINISTRATOR BURNOUT: FINDINGS AND FUTURE DIRECTIONS", Journal of Administration, Vol. 26 Iss: 2 pp. 184 - 196

FIVE SOURCES OF STRESS

1. the role overload dilemma (too many roles to handle)
2. the identify dilemma (confusion between traditional roles and new roles)
3. role cycling conflicts (the relative priority of one's role may change over time)
4. the social network dilemma (dual career spouses have limited time to interact with others
5. the normative dilemmas (brought on by environmental sanctions

Shared from:

David Elloy, Kenneth S. Anderson, (1990),"Burnout among Dual Career and Single Career Families", Journal of Organizational Change Management, Vol. 3 Iss: 1 pp. 57 - 64

DETERMINANTS OF BURNOUT

1.        Job characteristics

Job demands and factors are seen as opportunities (job resources) that determine people’s motivation to take part in the workforce.  The work environment and characteristics of the job, such as the degree of autonomy, challenges and growth perspectives (resources) as well as the workload and physical aspects of the job (demands) play a large part in explaining occurring of burnout.

2.        Social support

The relationship people have with their managers can serve as a buffer against work stress.  Burnout may arise as a result of problems employees may have with others.  A lack of peer support may heighten the risk of burnout.  A good marriage can help employees cope with work stress because the situation at home is supportive, burnout can, conversely, influence marital quality.

3.         Burnout and the intention to retire early

There are various reasons why people with burnout complaints have a stronger desire to withdraw from the labor force.  One of the reasons is that burnout decreases people’s job commitment.  Retirement offers older workers the opportunity to escape unsatisfying situations at work.

Shared from:

Kène Henkens, Monique Leenders, (2010),"Burnout and older workers' intentions to retire", International Journal of Manpower, Vol. 31 Iss: 3 pp. 306 - 321

TYPES OF BURNOUT

 

1. Emotional Exhaustion burnout refers to feelings of physical and emotional over-extension and exhaustion caused by daily work pressures.
2. Depersonalization burnout refers to the development of negative attitudes, such as cynicism and negativism, in which one's clients and co-workers "are labelled in derogatory ways and treated accordingly".
3. Personal Accomplishment burnout is more responsive to the motivational needs of helping professionals.  This form of burnout is described as "the tendency to evaluate oneself negatively, particularly with regard to one's work with clients".

 

Shared from:

JAMES C. SARROS, (1988),"ADMINISTRATOR BURNOUT: FINDINGS AND FUTURE DIRECTIONS", Journal of Administration, Vol. 26 Iss: 2 pp. 184 - 196