Son zamanlarda global bir sorun haline gelmeye başlayan Burnout yani; Tükenmişlik Sendromu, bireylerin doğrudan mesleki hayatlarından / işyerlerinden kaynaklanan ve etkilenen bir durumdur. Dünya Sağlık Örgütü tarafından (DSÖ), Uluslararası Hastalık Sınıflandırılmasının 11. revizesinde (ICD-11) kendisine yer edinen Tükenmişlik Sendromu, Duygusal ve bedensel enerji düşüşü, yorgunluk, uyku ve dikkat problemleri, halsizlik, karamsarlık, eskiden yapabildiği işleri zorlanarak yapmaya başlama ve bedensel sıkıntılar deneyimlenmesi gibi ve daha fazlasıyla kendisini belli ediyor.
Although burnout is often seen as only related to the individual experiencing it, it is actually a psycho-social syndrome. That is, not only because of the individual him/herself and his/her problem-solving skills, not being able to manage stress; It is also caused by the incompatible and negative factors that create stress in the workplace. When we look at many studies and literature since 1970, unfortunately, some results that may not please leaders, employers and managers at some point have been scientifically proven. Minimizing the Burnout Syndrome is actually a matter of the organisations itself, because there are effecive preventive points such as;
- Having a human-to-human, effective interaction/communication between leaders,managers and employees,
- A workplace environment where employees feel they are valued,
- Having a positive interaction among employees,
- Having an environment/leaders where employees can express themselves freely and seek solutions when they have any emotional, mental or work-related difficulties such as mobbing etc.,
- Feeling of the confidence that any problem can be solved by communicating freely with their leaders when situations arise,
- To have an organisational culture where employees can experience a sense of belonging,
- To be an organisation where the psycho-social needs of the employees are seen and having a respectful organisational culture, etc.
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In general when employees’ job stress increases, they do not believe that their organisation is a place where they can consult and seek solutions and they try to solve problems within themselves, they acquire another stress that is not under their control, on top of their already existing stress. Although they try to cope with the stress themselves, as long as the excess stress persists, the methods used to solve problems lose their power and become meaningless after a point. The problem has no longer been solved or tolerated, but there is no one to express it or to understand it even if it is expressed. The point where stress turns into a problem is a point where Burnout Syndrome can knock on the door at any time. Hopelessness, inattention, and unhappiness begin. The workplace and the work done with love turn into the main source of unhappiness and hopelessness and sometimes even physiological complaints. Sleep patterns are disrupted, attention is distracted, and the level of success decreases, and the individual quits at some point.
Whereas; In organisations that have an organisational culture where the conditions are mentioned above come first, the concept of "employee loyalty", that is, high motivation, efficiency, trust and success, is at the forefront. As employee loyalty increases, efficiency increases, as efficiency increases, more success is achieved, and in the long run, both the employees and the institution itself will be profitable.
As Eric Garton briefly mentioned, “Employee Burnout Syndrome is a problem not only for them, but also for the organization itself.” (2017).
Elif BAZİKİ
Resources
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