Liverpool FC manager Jürgen Klopp recently announced his decision to end a glittering tenure on the grounds of a personal “lack of energy”. As a lifelong supporter of the club, I was at first dismayed, and then soon recalled the similarly sudden resignation of New Zealand’s globally acclaimed Prime Minister Jacinda Ardern under similar circumstances a year ago.
With its authenticity long discussed and debated, occupational (or job) burnout is now prominently trending.
The ICD-11 of the World Health Organisation (WHO) describes job burnout as an occupational phenomenon resulting from chronic workplace stress that hasn’t been successfully managed, with symptoms characterised by “…feelings of energy depletion or exhaustion; increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job; and reduced professional efficacy”.
Colloquially, job burnout is often classified as a mismatch between the challenges of work and a person’s mental and physical resources, but is not recognised as a standalone medical condition, apart from the diagnosis of exhaustion disorder, which is only used in Sweden.
In 2014, the Swedish Agency for Health Technology Assessment and Assessment of Social Services (SBU) found that several work environment factors could affect the risk of developing exhaustion disorder or depressive symptoms. They identified the following:
- People who experience a work situation with little opportunity to influence, in combination with too high demands, develop more depressive symptoms.
- People who experience a lack of compassionate support in the work environment develop more symptoms of depression and exhaustion disorder than others. Those who experience bullying or conflict in their work develop more depressive symptoms than others, but it is not possible to determine whether there is a corresponding connection for symptoms of exhaustion disorder.
- People who feel that they have urgent work or a work situation where the reward is perceived as small, in relation to the effort, develop more symptoms of depression and exhaustion disorder than others. This also applies to those who experience insecurity in the employment; for example, concerns that the workplace will be closed down.
In some work environments, people have less trouble. People who experience good opportunities for control in their own work and those who feel that they are treated fairly develop fewer symptoms of depression and exhaustion disorder than others.
Women and men with similar working conditions develop symptoms of depression as much as exhaustion disorder.
Burnout can affect various aspects of an individual’s life, impacting job performance, personal relationships, and overall well-being.
Other adverse by-products include: (i) decreased productivity and efficiency; (ii) a ripple effect on team dynamics with one member affecting others who may be compelled to pick up the slack; (iii) increased turnover rates resulting in a continuous cycle of recruitment and training costs for organisations; (iv) decreased innovation and creativity, impacting economic growth; (v) burnout contributes to increased healthcare costs due to the physical and mental health consequences.
Addressing burnout can help mitigate these costs by promoting preventive measures and healthier lifestyles; (vi) by confronting and addressing burnout, a progressive management team can anticipate and, in turn, cultivate a more resilient and competitive workforce.
Closer to home, industries regionally identified with high incidents of job burnout include: (i) Tourism (factors include high workload, tourist demands, and extended working hours); (ii) Healthcare (increased patient loads, challenging working conditions); (iii) Education (large class sizes, limited resources); (iv) Agriculture (repercussions of unpredictable weather patterns and generally extreme conditions) and (v) Maritime (burnout due to weather-related disruptions affecting their work schedules and safety.
Amongst desk-oriented jobs, such factors as outdated systems, cumbersome administrative procedures, along with (where remote) the blurred boundaries between work and personal life, coupled with potential feelings of isolation, are highlighted. While universal, and arguably in existence for millennia, addressing job burnout locally requires tailored strategies that consider the unique challenges faced by workers in various sectors. These strategies may include implementing supportive workplace policies, providing resources, and fostering a culture of well-being to promote a healthier work environment.
Carribeanjobs.com, across several related articles on the topic over the past five years, has repeatedly posited that while specific interventions for mitigating job burnout in the Caribbean may vary by industry and organisation, there are some common remedial concepts that may be applied:
- Wellness programmes and mental health support
- Flexible work arrangements
- Training on stress management
- Recognition and reward programmes
- Job redesign and task delegation
- Enhanced communication channels
- Investment in technology and infrastructure
- Employee assistance programmes (EAPs)
- Professional development opportunities
- Community and peer support initiatives
- Policy review and adaptation
- Inclusive leadership training
These interventions, when appropriately tailored to the specific context of local workspaces, can contribute to a healthier work environment, reduce burnout, and enhance overall employee well-being. It’s essential for organisations to assess their unique challenges and implement a combination of these strategies to effectively address job burnout in the region.
Coupled with the above suggestions is an appreciation of the applicable cultural factors that may play a significant role in influencing local job burnout. Considering a lack of local data regarding this subject, I refer to some identified relevant regional cultural factors identified by the UWI in 2018:
- Hierarchical work structures: With many Caribbean societies having hierarchical work structures with a respect for authority, employees may hesitate to express concerns or boundaries, leading to challenges in addressing workload issues or seeking support.
- High context communication: Caribbean communication styles often involve high-context communication, where meaning is derived from context and relationships.
- An emphasis on respect and face-saving: Respect is highly valued, and individuals may be reluctant to admit difficulties or challenges openly.
Switching our focus on leadership, the following recently circulated ‘immersive’ workplace best practices seek to spotlight recommended changes in tone and conduct from ‘the top’ and are now considered crucial in maintaining a healthy, productive workforce as follows: - Create a supportive work culture
- Regular check-ins and feedback
- Clear job expectations
- Encourage skill development
- Encourage autonomy
Mitigating job burnout requires a holistic and proactive approach. By creating a supportive work culture, implementing flexible work arrangements, providing regular check-ins, and addressing workplace bureaucracy, employers can contribute to a healthier work environment.
Recognising and rewarding employees, promoting work-life balance, and offering mental health support are equally crucial components. Furthermore, fostering inclusive leadership, encouraging autonomy, and adapting to organisational changes proactively contribute to a resilient workforce.
