Burnout among subordinate employees often surfaces as a negative attitude about the work, the organization, coworkers, customers and stakeholders, a recent MSPB publication said.
In particular, supervisors should watch for exhaustion, cynicism and inefficiency, including a persistent sense of futility or failure at work, it said.
“Burnout typically results from aspects of the work environment rather than an employee’s personal characteristics. Very broadly, burnout is caused by persistent stress and overload related to work, work-related interpersonal exchanges, or the work setting,” it said.
Causes include too much work to do and too little time to do it, coupled with a shortage of supervisory support and an excess of supervisory criticism; too much responsibility, conflicting expectations, and a lack of direction and clarity on priorities; work that is emotionally stressful in and of itself or requires emotionally challenging interpersonal exchanges; and persistent conflict in the workplace.
An important aspect, it added, is the fit between the employee and the job. This involves: whether the amount, types, and emotional demands of the work are appropriate; whether the employee has a sufficient level of autonomy and responsibility, participation in work-related decisions, and necessary resources; whether the employee receives pay and benefits commensurate with the work’s value, feels positive about work, and receives appropriate appreciation and recognition; whether the work environment and personal interactions are positive and supportive; perceived equity in outcomes/treatment; and whether the employee’s personal values match the job’s expectations.
