1. Burnout, WorkBurnout, Work
Engagement andEngagement and
PerformancePerformance
Evangelia Demerouti, PhDEvangelia Demerouti, PhD
Athens, May 2004Athens, May 2004
2. OutlineOutline
• Burnout: backgroundBurnout: background
• Measurement of BurnoutMeasurement of Burnout
• Research FindingsResearch Findings
• EngagementEngagement
• Burnout InterventionsBurnout Interventions
3. Burnout: ‘discovery’Burnout: ‘discovery’
• Since 1974 (Freudenberger)Since 1974 (Freudenberger)
• Definition: Syndrome of emotionalDefinition: Syndrome of emotional
exhaustion, depersonalisation, andexhaustion, depersonalisation, and
reduced personal accomplishment thatreduced personal accomplishment that
can occur among people who docan occur among people who do
“people work” of some kind“people work” of some kind (Maslach,(Maslach,
1982)1982)
• Main cause: Emotional demands posedMain cause: Emotional demands posed
by clientsby clients
4. Burnout: reasons for interestBurnout: reasons for interest
• Negative consequences for employeesNegative consequences for employees
(lack of interest in work – existential(lack of interest in work – existential
doubts)doubts)
• Consequences for clients (low quality ofConsequences for clients (low quality of
service)service)
• High costs for organizationsHigh costs for organizations
• Its excessive spread (around 20% ofIts excessive spread (around 20% of
the employees)the employees)
• Important social problem but stillImportant social problem but still
unclear conceptunclear concept
5. Causes of burnoutCauses of burnout
• Work pressureWork pressure
• Emotional demandsEmotional demands
• Role problemsRole problems
• Work-family conflictWork-family conflict
• Social supportSocial support
• FeedbackFeedback
• Participation in decision makingParticipation in decision making
7. Burnout and PersonalityBurnout and Personality
• NeuroticismNeuroticism
• Low extraversionLow extraversion
• Low hardinessLow hardiness
• External locus of controlExternal locus of control
• Low self-esteemLow self-esteem
• Type A personalityType A personality
• Passive coping stylePassive coping style
8. Depression vs. BurnoutDepression vs. Burnout (clinical)(clinical)
DepressionDepression
• Depressive moodDepressive mood
• Unhappiness,Unhappiness,
displeasuredispleasure
• Weight lossWeight loss
• FearfulnessFearfulness
• Sleeping problemsSleeping problems
(wake up early)(wake up early)
• Guilt feelingsGuilt feelings
• Suicide thoughtsSuicide thoughts
• IndecisivenessIndecisiveness
• Attribution of theAttribution of the
problem: sicknessproblem: sickness
• GeneralGeneral
• Low vitalityLow vitality
BurnoutBurnout
• Anger, aggressionAnger, aggression
• Low pleasureLow pleasure
• No weight symptomsNo weight symptoms
• No fearfulnessNo fearfulness
• Sleeping problemsSleeping problems
(difficulty to fall asleep)(difficulty to fall asleep)
• Guilt feelingsGuilt feelings
• No suicide thoughtsNo suicide thoughts
• IndecisivenessIndecisiveness
(complaint)(complaint)
• Attribution of theAttribution of the
problem: workproblem: work
• Work-relatedWork-related
• Moderate vitalityModerate vitality
9. Occupation-independentOccupation-independent
conceptualisation of burnoutconceptualisation of burnout
• Related to traditional work stressorsRelated to traditional work stressors
• Work stressors better predictors thanWork stressors better predictors than
‘working with people’‘working with people’ (Schaufeli & Enzmann,(Schaufeli & Enzmann,
1998)1998)
• Burnout symptoms parallel toBurnout symptoms parallel to
phenomena in non-service occupationsphenomena in non-service occupations
(e.g., fatigue, alienation, withdrawal, efficacy)(e.g., fatigue, alienation, withdrawal, efficacy)
• Artefact of the utilized researchArtefact of the utilized research
designs: alternative hypothesesdesigns: alternative hypotheses
untesteduntested
11. Two ways of diagnosisTwo ways of diagnosis
• (Company) doctors using diagnostic(Company) doctors using diagnostic
session - decision treesession - decision tree
• Questionnaire (self-reports)Questionnaire (self-reports)
12. MBIMBI OLBIOLBI
• Emotional ExhaustionEmotional Exhaustion
(9): feelings of being(9): feelings of being
emotionallyemotionally
overextended andoverextended and
drained by othersdrained by others
• DepersonalizationDepersonalization
(5): feelings of callous,(5): feelings of callous,
cynical and detachedcynical and detached
responses towardresponses toward
clientsclients
• Reduced Personal Ac-Reduced Personal Ac-
complishmentcomplishment (8):(8):
decline in one’s feelingsdecline in one’s feelings
of competence andof competence and
successful achievementsuccessful achievement
in work with peoplein work with people
• ExhaustionExhaustion (7):(7):
feelings of emotionalfeelings of emotional
emptiness, overtaxingemptiness, overtaxing
from work, strong needfrom work, strong need
for rest and a state offor rest and a state of
physical exhaustionphysical exhaustion
• Distancing from workDistancing from work
(8): distancing oneself(8): distancing oneself
from one’s work,from one’s work,
negative attitudes andnegative attitudes and
behaviours toward workbehaviours toward work
in general, workin general, work
contents and objectcontents and object
13. Oldenburg Burnout InventoryOldenburg Burnout Inventory
• Positive and negative worded itemsPositive and negative worded items
• Only the core dimensions of burnoutOnly the core dimensions of burnout
• Not context-specificNot context-specific
• Based on theory and not on empiricalBased on theory and not on empirical
findingsfindings
• Cut-off scores: - clinical burnoutCut-off scores: - clinical burnout
- above the 75- above the 75
percentile on bothpercentile on both
dimensionsdimensions
Demerouti, 1999
14. Example items OLBI & MBI-GSExample items OLBI & MBI-GS
• Exhaustion (OLBI)Exhaustion (OLBI)
• ““After my work, I usually feel worn out and weary”After my work, I usually feel worn out and weary”
• ““After my work, I usually feel totally fit for my leisureAfter my work, I usually feel totally fit for my leisure
activities” (R).activities” (R).
• Distancing from work (OLBI)Distancing from work (OLBI)
• ““I usually talk about my work in a derogatory way”I usually talk about my work in a derogatory way”
• ““I get more and more engaged in my work” (R)I get more and more engaged in my work” (R)
• (1 = totally disagree, 4 = totally agree)(1 = totally disagree, 4 = totally agree)
• Exhaustion (MBI-GS)Exhaustion (MBI-GS)
• ““I feel burned out from my work”, “I feel tired when I get up inI feel burned out from my work”, “I feel tired when I get up in
the morning and have to face another day on the job”.the morning and have to face another day on the job”.
• Cynicism (MBI-GS)Cynicism (MBI-GS)
• ““I have become less enthusiastic about my work”, “I haveI have become less enthusiastic about my work”, “I have
become more cynical about whether my work contributesbecome more cynical about whether my work contributes
anything”.anything”.
• Professional efficacy (MBI-GS)Professional efficacy (MBI-GS)
• ““I feel I am making an effective contribution to what thisI feel I am making an effective contribution to what this
organization does”, “In my opinion, I am good at my job”.organization does”, “In my opinion, I am good at my job”.
• (0 = never, 6 = every day)(0 = never, 6 = every day)
22. Job Demands-Resources ModelJob Demands-Resources Model
Job
Resources
Support
Autonomy
-
Feedback
Etc.
Job
Demands
Mental
Emotional
Physical
Etc.
Organizational
Outcomes
Demerouti et al., 2001
(Impaired)
Health
Motivation
+
+
-
+
23. AssumptionsAssumptions
• Unique Working Environment for everyUnique Working Environment for every
occupational groupoccupational group
• 2 categories: Job Demands and Job2 categories: Job Demands and Job
ResourcesResources
• 2 Processes2 Processes
• Health Impairment processHealth Impairment process
• Motivational processMotivational process
• Job Resources can be Buffer against JobJob Resources can be Buffer against Job
DemandsDemands
• Job Demands may undermine theJob Demands may undermine the
Motivational Impact of Job ResourcesMotivational Impact of Job Resources
30. (Im) Balance(Im) Balance
Impaired health
Low motivation
Impaired health
Motivation
Health
Low motivation
Health
Motivation
L
H
L
H
JOB RESOURCES
JOBDEMANDS
31. Study among salespersonsStudy among salespersons (N=(N=
650)650)
• burned-outburned-out salespeople: lowest in-role & extra-rolesalespeople: lowest in-role & extra-role
performanceperformance
• non burned-outnon burned-out salespeople: highest in-role &salespeople: highest in-role &
extra-role performanceextra-role performance
• customer-exhaustedcustomer-exhausted: among the highest: among the highest
performers (in-role & extra-role performance)performers (in-role & extra-role performance)
compensation strategycompensation strategy
• customer-depersonalizedcustomer-depersonalized: in-role performance: in-role performance
uninfluenced, extra-role performance diminisheduninfluenced, extra-role performance diminished
loss-based selection, in a proactive mannerloss-based selection, in a proactive manner
• ineffectiveineffective:: highest similarity with the burned-outhighest similarity with the burned-out
group (low in- & extra-role performance)group (low in- & extra-role performance) feelingsfeelings
of in-efficiency & poor professional self-esteemof in-efficiency & poor professional self-esteem
!!! The relationship between burnout –!!! The relationship between burnout –
performance is not clear cut!performance is not clear cut!
32. Reciprocal effectsReciprocal effects
• ExhaustionExhaustion ErrorsErrors more JDmore JD moremore
ExhaustionExhaustion
• DepersonalisationDepersonalisation negative behaviournegative behaviour
less JRless JR more Depersonalisationmore Depersonalisation
• CompetenceCompetence good performancegood performance more JRmore JR
more Competencemore Competence
• NegativeNegative oror PositivePositive Spiral...Spiral...
33. Exhaustion I
Job
Demands I
Exhaustion II
Job
Demands II
Exhaustion III
Job
Demands III
Personal
Accomplishment I
Personal
Accomplishment II
Depersonalization I
Job
Resources I
Depersonalization II
Job
Resources II
Depersonalization III
Job
Resources III
Personal
Accomplishment III
Bakker, Demerouti, van Dierendock & Schaufeli, submittedBakker, Demerouti, van Dierendock & Schaufeli, submitted
35. Towards positive psychology
• Most psychologists are busy with sicknesses insteadMost psychologists are busy with sicknesses instead
of well-beingof well-being
- Publications on negative vs. positive states are 17:1- Publications on negative vs. positive states are 17:1
(Diener et al., 1999)(Diener et al., 1999)
• Causes of sicknesses are not identical with the causesCauses of sicknesses are not identical with the causes
of well-beingof well-being
• Absence of sickness does not automatically meanAbsence of sickness does not automatically mean
presence of well-beingpresence of well-being
• Different focus: instead of treatment and prevention,Different focus: instead of treatment and prevention,
improvement and optimalization!improvement and optimalization!
37. Work engagement: definitionWork engagement: definition
• Engagement: a positive, fulfilling, work-related state of mind
that is characterized by vigor, dedication, and absorption
(Schaufeli et al., 2004). It refers to a persistent and pervasive
affective–cognitive state that is not focused on any particular
object, event, individual, or behavior.
Dimensions
• Vigor is characterized by high levels of energy and mental
resilience while working, the willingness to invest effort in
one’s work, and persistence also in the face of difficulties.
• Dedication is characterized by a sense of significance,
enthusiasm, inspiration, pride, and challenge.
• Absorption is characterized by being fully concentrated and
happily engrossed in one’s work, whereby time passes quickly
and one has difficulties with detaching oneself from work.
38. Work Engagement
• VigorVigor
• At my work, I feel bursting with energyAt my work, I feel bursting with energy
• At my job, I feel strong and vigorousAt my job, I feel strong and vigorous
• DedicationDedication
• To me, my job is challengingTo me, my job is challenging
• I am enthusiastic about my jobI am enthusiastic about my job
• AbsorptionAbsorption
• When I am working, I forget everything else around meWhen I am working, I forget everything else around me
• I am completely immersed in my workI am completely immersed in my work
39. Engaged Employees
• Take personal initiativeTake personal initiative
• Generate their own positive feedbackGenerate their own positive feedback
• Are also engaged outside their workAre also engaged outside their work
• Are tired in a different wayAre tired in a different way
• Also want to do other things thanAlso want to do other things than
workingworking
44. Overview of the strategiesOverview of the strategies
IndividualIndividualOrganizationOrganizationFocusFocus
AimAim
IdentificationIdentification
PrimaryPrimary
preventionprevention
SecundarySecundary
preventionprevention
TreatmentTreatment
47. Success (meta-analysis)Success (meta-analysis)
Van der Klink et al. (2000)Van der Klink et al. (2000)
kk
1818
1717
88
55
NN
858858
982982
470470
14631463
dd
.08.08 non-sign.non-sign.
.51.51 moderatemoderate
.35.35 smallsmall
.68.68 moderatemoderate
EffectEffect
Cogn. therapyCogn. therapy
RelaxationRelaxation
MultimodalMultimodal
OrganizationOrganization
48. Critical success factorsCritical success factors
• Stepwise systematic approachStepwise systematic approach
• Adequate diagnosis and analysesAdequate diagnosis and analyses
of the problemsof the problems
• Combination of work- and person-Combination of work- and person-
oriented approachesoriented approaches
• Active participation of all involvingActive participation of all involving
partiesparties
• Commitment of the topCommitment of the top
Kompier & Cooper (1999)Kompier & Cooper (1999)
55. Summary and FutureSummary and Future
• Burnout: Syndrome of our timesBurnout: Syndrome of our times
• More clarity regarding causality & consequencesMore clarity regarding causality & consequences
• Multi-dimensional approachesMulti-dimensional approaches
• JDR-model: flexible and static structureJDR-model: flexible and static structure
• Scientific - IntegrationScientific - Integration
• Practice – Application to organizations, teams, andPractice – Application to organizations, teams, and
individualsindividuals
• Future ResearchFuture Research
• Longitudinal, positive health indicators, reciprocalLongitudinal, positive health indicators, reciprocal
relations, burnout contagion and crossover, internationalrelations, burnout contagion and crossover, international
researchresearch