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Job burnout.
C Maslach1, W B Schaufeli, M P Leiter
1Psychology Department, University of California, Berkeley, California 94720-1650, USA. maslach@socrates.berkeley.edu
Annual Review of Psychology
|January 10, 2001
Summary
Burnout, a response to job stress, involves exhaustion, cynicism, and inefficacy. Research now emphasizes organizational factors and engagement as key to well-being interventions.
Area of Science:
- Occupational Health Psychology
- Organizational Behavior
- Psychological Well-being
Background:
- Burnout is a prolonged response to chronic workplace stressors, characterized by exhaustion, cynicism, and inefficacy.
- Research over 25 years highlights the complexity of burnout, linking individual stress to the broader organizational context.
- International research on burnout is evolving, leading to new conceptual models and a focus on engagement.
Purpose of the Study:
- To explore the multifaceted nature of burnout within the occupational context.
- To examine the relationship between individual work-related stressors and organizational factors.
- To investigate the potential of engagement as a positive counterpoint to burnout for intervention strategies.
Main Methods:
- Review of 25 years of research on burnout.
- Analysis of the organizational context of work-related stress.
- Exploration of international research trends and conceptual models.
Main Results:
- Burnout is a complex, multi-dimensional construct tied to the work environment.
- Individual stress experiences are situated within larger organizational dynamics.
- Engagement emerges as a promising positive antithesis to burnout.
Conclusions:
- Burnout research has significantly advanced, emphasizing its social and organizational dimensions.
- Understanding burnout's ties to the work domain offers valuable insights into employee health.
- Focusing on engagement provides new perspectives for developing effective burnout alleviation strategies.