Burnout Syndrome, which has recently become a global problem, is a condition that stems directly from and affects individuals' professional lives and workplaces. Burnout Syndrome, included in the 11th revision of the International Classification of Diseases (ICD-11) by the World Health Organization (WHO), manifests itself through a decrease in emotional and physical energy, fatigue, sleep and attention problems, weakness, pessimism, difficulty performing tasks once performed, and physical distress, among other symptoms.
Although burnout syndrome is often perceived as being solely related to the person experiencing it, it is actually a psychosocial syndrome. In other words, it stems not only from the individual, their problem-solving skills, or their inability to manage stress, but also from stressful, maladaptive, and negative factors in the workplace. A review of numerous studies and literature published since 1970 reveals that, unfortunately, some outcomes that may be undesirable for leaders, employers, and managers have been scientifically proven. Minimizing Burnout Syndrome actually depends on the organization itself, as:
- Having effective, human-to-human interaction/communication with your employees, where they feel valued,
- Having positive interaction among employees,
- Having an environment/leader where they can comfortably express any emotional, mental, or work-related difficulties and seek solutions,
- Having them comfortably communicate with their leaders in cases of bullying and the confidence that the problem can be resolved,
- Having an internal culture that fosters a sense of belonging,
- Being an organization where employees' psychosocial needs are addressed,
- Having a respectful internal culture, etc., all minimize the risk factors for Burnout Syndrome.
Generally, employees do not believe that there is a channel where they can consult or seek solutions when their work stress increases, and by trying to solve the problem within themselves, they add another stress that is beyond their control to the stress they already have. No matter how hard they try to cope, as long as the initial excess stress persists, at some point the methods used to solve the problem lose their power and become meaningless. The problem has begun to become unsolvable and intolerable, but there is no one to voice this, or even if voiced, to understand it. The point at which stress becomes a problem is the point at which Burnout Syndrome can strike at any moment. Hopelessness, inability to concentrate, and unhappiness set in. The workplace and work they once enjoyed become the primary source of unhappiness, despair, and sometimes even physiological complaints. Sleep patterns are disrupted, attention is lost, performance levels decrease, and at some point, the person quits the job.
Yet; In organizations with an internal culture where the conditions I have listed above are prominent, the concept of "employee commitment", that is, high motivation, efficiency, trust and success, is at the forefront. As employee engagement increases, productivity increases, and as productivity increases, success increases, resulting in long-term benefits for both employees and the organization.
In short, as Eric Garton stated, “When employees experience Burnout Syndrome, it is not just a problem with them, it is a problem with the organization itself.” (2017).
Elif BAZİKİ
Kaynakça
https://www.psychenet.de/tr/ruhsal-saglik/bilgiler/burnout.html
https://hbr.org/2017/04/employee-burnout-is-a-problem-with-the-company-not-the-person
https://www.amerikaninsesi.com/a/tukenmislik-sendromu-mesru-tani-sinifina-girdi/4936036.html
https://www.jetklinik.com/blog/tukenmislik-sendromu-nasil-gecer
Ardıç ve Polatçı (2009), Tükenmişlik Sendromu ve Madalyonun Öbür Yüzü: İşle Bütünleşme, Erciyes Üniversitesi