The silent epidemic: Confronting the realities of occupational burnout

Occupational burnout has become common in many workplaces. It’s a state of physical, emotional, and mental exhaustion caused by prolonged and excessive stress in the workplace.

Burnout can leave individuals feeling drained, disillusioned, and unable to cope with the demands of their job. In this article, we’ll dive deep into the causes, symptoms, and strategies for overcoming occupational burnout.

The roots of occupational burnout

Burnout is often the result of a mismatch between the demands of the job and the resources available to the individual. This mismatch can stem from various factors, such as:

1. Workload:

When the workload is consistently overwhelming and there’s little opportunity for rest or recovery, burnout can quickly set in. A Gallup study found that employees who very often or always experience burnout at work are 2.6 times as likely to be actively seeking a different job (Gallup, 2018).

2. Lack of Control:

When individuals feel like they have little control over their work, such as decisions about schedules, assignments, or workload, it can contribute to feelings of helplessness and burnout. Research has shown that a lack of autonomy is a significant predictor of burnout (Maslach & Leiter, 2016).

3. Insufficient rewards:

When there’s a lack of recognition, compensation, or opportunities for growth, individuals can feel undervalued and disconnected from their work. An American Psychological Association survey found that half of employees who did not feel valued planned to look for a new job within a year, compared with 21 per cent of those who did (APA, 2012).

4. Poor work-life balance:

When work consistently interferes with personal life, leaving little time for self-care, relationships, or leisure activities, burnout can quickly follow. A survey by Deloitte found that 77% of professionals have experienced burnout at their current job (Deloitte, 2018).

Recognising the Signs

Burnout can manifest differently for everyone, but some common signs include:

1. Physical exhaustion:

Chronic fatigue, insomnia, headaches, and other physical symptoms can be indicators of burnout. A prospective study of 8,838 employees published in Psychosomatic Medicine found that burnout is associated with an increased risk of coronary heart disease (Toker et al., 2012).

2. Emotional exhaustion:

Feeling drained, depleted, and unable to cope with daily stressors can be a sign of emotional exhaustion. This can lead to cynicism, detachment, and a loss of enjoyment in work and life.

3. Reduced performance:

Burnout can lead to decreased productivity, difficulty concentrating, and an increase in errors or missed deadlines. Research reported in Harvard Business Review found that about 1 in 5 highly engaged employees also report high levels of burnout (Seppälä & Moeller, 2018).

Overcoming burnout

While burnout can feel overwhelming, there are strategies individuals and organisations can implement to combat it:

1. Set boundaries:

Learning to say no, delegating tasks, and setting realistic expectations can help individuals regain a sense of control and reduce stress. Research on schedule control suggests that employees who have more say over their work schedules report greater job satisfaction and less burnout (Kelly & Moen, 2007).

2. Practice self-care:

Prioritising sleep, exercise, healthy eating, and leisure activities can help individuals build resilience and cope with stress. Research has shown that mindfulness practices, such as meditation, can effectively reduce burnout symptoms (Luken & Sammons, 2016).

3. Foster a supportive work environment:

Organisations can combat burnout by promoting open communication, providing resources for stress management, and fostering a culture of appreciation and recognition. A study by the American Psychological Association found that employees who feel valued by their employer are significantly more likely to report better physical and mental health (APA, 2012).

4. Seek professional help:

If burnout symptoms persist or worsen, it’s essential to seek support from a mental health professional. Therapy can help individuals develop coping strategies, gain perspective, and make necessary changes to improve their wellbeing.

Conclusion

Occupational burnout is a serious issue that affects individuals and organisations alike. By understanding the root causes, recognising the signs, and implementing strategies for prevention and recovery, we can combat the burnout epidemic and foster healthier, more sustainable work environments. Remember, burnout is not a sign of weakness, but rather a response to chronic stress that requires attention and action. By prioritising wellbeing and creating a culture of support, we can help individuals thrive both personally and professionally.

References

1. American Psychological Association. (2012). Feeling valued at work linked to well-being and performance. https://www.apa.org/news/press/releases/2012/03/well-being

2. American Psychological Association. (2012). Workplace survey. https://www.apa.org/news/press/releases/2012/03/well-being

3. Deloitte. (2018). Workplace burnout survey. https://www2.deloitte.com/us/en/pages/about-deloitte/articles/burnout-survey.html

4. Gallup. (2018). Employee burnout, Part 1: The 5 main causes. https://www.gallup.com/workplace/237059/employee-burnout-part-main-causes.aspx

5. Seppälä, E., & Moeller, J. (2018). 1 in 5 highly engaged employees is at risk of burnout. Harvard Business Review. https://hbr.org/2017/04/1-in-5-highly-engaged-employees-is-at-risk-of-burnout

6. Kelly, E. L., & Moen, P. (2007). Rethinking the clockwork of work: Why schedule control may pay off at work and at home. Advances in Developing Human Resources, 9(4), 487-506.

7. Luken, M., & Sammons, A. (2016). Systematic review of mindfulness practice for reducing job burnout. The American Journal of Occupational Therapy, 70(2), 7002250020p1-7002250020p10.

8. Maslach, C., & Leiter, M. P. (2016). Understanding the burnout experience: recent research and its implications for psychiatry. World Psychiatry, 15(2), 103-111.

9. Toker, S., Melamed, S., Berliner, S., Zeltser, D., & Shapira, I. (2012). Burnout and risk of coronary heart disease: a prospective study of 8838 employees. Psychosomatic Medicine, 74(8), 840-847.