Burnout in health and human services leads to disengagement, poor performance, and turnover - all of which significantly hinder an organization's ability to provide high quality services and care while increasing costs.
Research indicates that occupational overload is one contributing factor to burnout (Woodhead, Northrop, & Edelstein, 2014). However, overload is not simply having too much to do.
Overload occurs when our perception of what we are responsible for is greater than our perception of what we think we can do. The sense of having more responsibility than we are able to take care of (i.e. overload) is a major predictor of burnout.
Having a clear picture of what what we need to do and how to do it can significantly alleviate the "deer in head lights" syndrome that leads to burnout. Knowing exactly what we are responsible for frees us up to start dedicating our mental resources to accomplishing our goals.
Tips for Preventing Burnout in Your Staff:
Reducing psychological overload can lower costs and increase your staff's effectiveness. A few targeted interventions can help your team reach their full potential!
Maslach, C. (2003). Job burnout: New directions in research and intervention. Current Directions in Psychological Science, 12, 189-192.
Tanaka, K., et al. (2015). Burnout of long-term care facilities employees: Relationship with employees' expressed emotion toward patients. International Journal of Gerontology, 9, 161-165.
Woodhead, E. L., Northrop, L., & Edelstein, B. (2014). Stress, social support, and burnout among long-term care nursing staff. Journal of Applied Gerontology, 35.