Employee Engagement and Burnout

 

Work engagement and burnout are correlated (Maricuțoiu et al., 2017). The definition of burnout varies by context and is not the opposite of engagement. It is an illness called “burnout syndrome” for some scholars, while others view it as a socially accepted stigma (Papaefstathiou et al., 2019; Schaufeli et al., 2009). Burnout is generally associated with long-term exposure to work-related stressors or organizational factors that lead to emotional exhaustion (feelings of fatigue and of being drained by one’s work); depersonalization (a negative attitude towards and a dehumanizing treatment of clients); reduced personal accomplishment (lack of feelings of competence and achievements in one’s work with people (Haghani et al., 2016; Upadyaya and Salmela-Aro, 2020; Schaufeli et al., 2009; Carod-Artal and Vázquez-Cabrera, 2013). Besides, some personality traits are more prone to burnout than others (Maricuțoiu et al., 2017). On the contrary, some other research has shown that the core dimensions of burnout and engagement are opposites of each other (González-Romá et al., 2006).

Over the years, globalization, privatization, and liberalization demand higher productivity, a new working life that creates a higher demand for jobs. Research has demonstrated that job demand is positively related to burnout at the individual level whereas job resources are positively related to engagement (Crawford, E.R. et al., 2010). There are two types of job demands: challenging demands and hindering demands; challenging demands (e.g., work pressure) can motivate employees (Scanlan and Still, 2019)  to perform, include; physical, social, or organizational aspects that require sustained physical or mental exertion and are associated with certain psychological costs (Crawford, A.C. et al.). In contrast, hindering demands are associated with negative emotions that make employees less willing to invest energy into dealing with them (Mauno et al., 2007). Job resources such as receiving help, favourable events, positive collegial interactions, feedback, opportunities for development, rewards and recognition are negatively associated with burnout (Mauno et al., 2007).

Every workplace has unique management and an environment. However, a toxic work environment can often result in burnout and negatively impacts employee engagement (Rasool et al., 2021; Oosthuizen et al., 2021), decreases workplace effectiveness, adversely affects workplace health with negative health consequences, decreases job satisfaction, and increases staff turnover (Smetackova et al., 2019).

A study conducted on Australian nurses has revealed that many factors contributing to burnout also contribute to job dissatisfaction and other adverse employment outcomes, including stress, work hours, introversion, and conscientiousness (Ada et al., 2021). Moreover, public sector employees may also suffer from burnout due to bureaucracy, a crucial feature that compromises autonomy and leads to frustration, stress at work (Crawford, E.R. et al., 2010).

Understanding risk factors and protective factors related to burnout help develop intervention strategies to prevent and treat burnout. Burnout prevention or reduction requires a multi-dimensional approach due to its complex nature (Moeltner et al., 2018; Smetackova et al., 2019). Positive adaptations that promote engagement, well-being and reduce burnout are (Maslach, 2017); a sustainable workload, choice and control, recognition and reward, a supportive work community, fairness, respect, and social justice, and clear values and meaningful work.

Research has proven a strong relationship between authentic leadership, employee engagement and reduced burnout (Braun and Peus, 2018). The work environment with supportive leadership set by management can results in low burnout risk levels. Job-Demand-Resource Theory (JD-R) suggests that employees use personal resources such as self-efficacy to overcome work-related complexities (Crawford, E.R. et al., 2010).

There are tools to identify early signs of burnout;.

1) Maslach Burnout Inventory (MBI) (Maslach, 2017).  The MBI has several versions. The key versions are MBI–Human Services Survey for occupations with people-oriented and MBI–General Survey (MBI–GS) for not people-oriented occupations

2) Burnout Assessment Tool (BAT) was introduced recently, which has good psychometric properties (Schaufeli et al., 2020). This tool can report a single burnout score (Hadzibajramovic et al., 2020). BAT comprises of self-reporting questionnaire on exhaustion, mental distance, cognitive impairment, emotional impairment, psychological complaint and psychosomatic complaints.

 In summary, burnout is a complex social issue and not only confined to working-class people if not work-life balance is not maintained irrespective of the level of work engagement. Organizations must screen their employee for early signs of burnout to adopt preventive measures. As extreme burnout can even lead to suicide, medical advice should be sought early for long-term burnout symptoms. Further, suitable job design and recruiting the right person for the right job is necessary to minimize unnecessary burnout issues.

 

References:

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Braun, S. and Peus, C. 2018. Crossover of Work-Life Balance Perceptions: Does Authentic Leadership Matter? Journal of Business Ethics. 149(4), pp.875-893.

Carod-Artal, F.J. and Vázquez-Cabrera, C. 2013. Burnout syndrome in an international setting. Burnout for experts.   Springer, pp.15-35.

Crawford, A.C., Newmeyer, C.E., Jung, J.H. and Arnold, T.J. Frontline Employee Passion: A Multistudy Conceptualization and Scale Development. Journal of Service Research.

Crawford, E.R., LePine, J.A. and Rich, B.L. 2010. Linking Job Demands and Resources to Employee Engagement and Burnout: A Theoretical Extension and Meta-Analytic Test. Journal of Applied Psychology. 95(5), pp.834-848.

González-Romá, V., Schaufeli, W.B., Bakker, A.B. and Lloret, S. 2006. Burnout and work engagement: Independent factors or opposite poles? Journal of vocational behavior. 68(1), pp.165-174.

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Mauno, S., Kinnunen, U. and Ruokolainen, M. 2007. Job demands and resources as antecedents of work engagement: A longitudinal study. Journal of vocational behavior. 70(1), pp.149-171.

Moeltner, H., Leve, J. and Esch, T. 2018. Burnout Prevention and Mobile Mindfulness: Evaluation of an App-Based Health Training Program for Employees. GESUNDHEITSWESEN. 80(3), pp.295-300.

Oosthuizen, R.M., Mayer, C.H. and Zwane, N.J. 2021. Burnout, employee engagement and self-perceived employability in the South African public sector. SA Journal of Human Resource Management. 19.

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Upadyaya, K. and Salmela-Aro, K. 2020. Social demands and resources predict job burnout and engagement profiles among Finnish employees. Anxiety Stress and Coping. 33(4), pp.403-415.