Burnout and Emotional Exhaustion

1. By: Emily Tang and Jannisse Castro Burnout and Emotional Exhaustion

2. Keywords • High-Involvement Work Practices (HIWPs)→ set of broad practices used to improve employee performance and increase skills and motivation • Role Conflict→ when the expectations/demands of one’s work role are incompatible • Role Overload→ when demands of one’s work role exceeds resources available to them • Role Ambiguity→ when one’s work role is unclear

3. What is Burnout? A state of severe mental fatigue which is portrayed by 3 dimensions • Emotional Exhaustion: feeling overextended & emotionally drained • Depersonalization/Cynicism: feeling detached from your work; showing insensitive or uncaring attitudes towards job, performance, or those associated with the job • Inefficacy: a sense of ineffectiveness or feelings of reduced personal accomplishment

4. What is Burnout? • Most often seen in healthcare settings • 3 Types of Job Demands are associated with burnout: • Role Conflict • Role Overload • Role Ambiguity

5. Survey Study Main Question: How are perceived HIWPs related to the experience of burnout? HIWPs P - Empowerment (Autonomy) I - Information Sharing R - Reward K - Training/Development linked to acquiring knowledge and skills

6. Survey Study • Canadian general hospital • Sample Size (N) = 545 employees • Likert Scale: (1) Strongly Disagree ⟺ (7) Strongly Agree • 9 Categories → 39 Statement Items Empowerment (Autonomy) Information Sharing Reward Training/Development Role Conflict Role Overload Role Ambiguity Emotional Exhaustion Depersonalization HIWPs Job Demands Burnout

7. Item Examples • “Employees are regularly informed about major projects in our organization” • “In our organization, we have access to the resources needed to improve our skills” • “I feel little enthusiasm for the work that I do” • “Exceptional contributions of employees are formally recognized”

8. Relationship Model -- + Role Conflict Emotional Exhaustion -- + Positive Perceptions of High-Involvement Work Practices + -- Role Overload + Depersonalization Role Ambiguity --

9. Takeaway • High-Involvement Work Practices are shown to havethe potential to alleviate or eliminate burnout in healthcare fields • Positive Perceptions of HIWPs → Decreases burnout possibility • Different professions = Different approaches

10. Effect of HRM Attributions Relationship between employee perceptions of HRM practices & employee well-being Employee Exhaustion

11. Employee Exhaustion Investigate two discrete attributions: • HRM-performance attributions • employees’ belief that the underlying purpose of HRM practices is to maximise employee performance • HRM-cost attributions • employees’ belief that the underlying purpose of HRM practices is to reduce organisational costs

12. HRM Attribution Theory Concerned with how people attach meaning to external events In HRM context Employees react to HRM practices‘ based on the attributions they make about management’s purpose in implementing the actual HR practices • Selection interviews & Performance appraisals

13. Conservation of Resources (COR) Theory Describes the motivation that drives humans to both maintain their current resources and to pursue new resources In HRM context: The accumulation of resources enables people to invest and re-invest resources in their work. • Employees experience emotional exhaustion when they have depleted resources

15. Hypothesis’ • Employee attributions that HRM practices are designed to increase their performance Job involvement 2. Job involvement Emotional exhaustion 3. Job involvement mediates the relationship between HRM performance attributions and emotional exhaustion

16. Hypothesis’ • Employee attributions that HRM practices are designed to decrease organisational costs Work overload 2. Work overload Emotional exhaustion 3. Work overload mediates the relationship between HRM cost attributions and emotional exhaustion

17. Survey Study • A Construction and Consultancy Organization • 3 Divisions: 671 employees • 1 (strongly disagree) to 7 (strongly agree) scale • First Study • 414 surveys; response rate of 62% • Second Study • 180 surveys; response rate of 43.5% Questions measured: • HRM attributions • Job involvement • Work overload • Emotional exhaustion

18. Measures: HRM Attributions • 2 variables: HRM performance & HRM cost attributions • Selected HRM practices with theoretical precedence • Training and development, selection processes and reward systems • Performance appraisal & employee participation HRM Cost Attributions: 6.1% = low levels 70% = medium levels 23.9% = high levels HRM Performance Attributions: 3.3% =low levels 51.7% =medium levels 45% =high levels

19. Measures Job Involvement • 9 item scale Work Overload • 6 item scale Emotional Exhaustion • 3 item scale Control Variables • Gender • Age/Managerial Responsibilities

20. Conclusion • When employees believed that HRM practices were designed to enhance their job performance. More involved in their job • emotional exhaustion • When employees believed that HRM practices were designed to reduce organisational costs Workload was burdensome • emotional exhaustion

21. Takeaways • Promote job involvement • Facilitate annual employee surveys • Create a culture that fosters continuous development • Increase employee participation in decision-making • Act on the feedback • Provide training and/or coaching