Burn Out and Turn Over

BURNOUT AND TURNOVER

NUR ATIYAH DINIE MAT ARIFIN AA10061AIN NASUHA BINTI MOHD TALIB AA10083NOR AISYAH RUMIDI AA10082NGIAM TEE HUNG AA10059NOR AINI ABDUL AA10060NURSHADAHTIKA ABDUL RAZAK AA10057

BURNOUT Fredenberger-feeling of failure and being

worn out. Edelwich and Brodsky-progressive loss of

idealism, energy and purpose. Pines and Aronson-state of physical emotion

and mental exhaustion. Sarros and Densten-maladaptive coping

mechanism toto working conditions that are stressful, demanding or lacking sufficient challenge and recognition.

Maslach-multidimensional condition comprising (i) emotional exhaustion (ii) depersonalization and (iii) reduced personnel accomplishment that can occur among individuals who do “People Work of some kind” .

Psychological process that begins when human service professionals are overwhelmed with the unexpected and unbearable stressful aspects of the job that frustrate their efforts to make a positive impact on others.

TURNOVER The rate at which employer gains and loses

employees. It is measured for individual companies and

for their industry as a whole. If an employer is said to have a high turnover

relative to its competitors, it means that employees of that company have a shorter average tenure than those of other companies in the same industry.

High turnover may be harmful to a company’s productivity.

SYMPTOMS OF BURNOUT AND TURNOVER

General symptoms:

Emotional and physical exhaustion Depersonalized response toward others Reduced sense of personal accomplishment

5 AREAS OF SYMPTOMS

1. Physical Symptoms

Frequent Headaches Change in appetite Insomnia Feelings of exhaustion or fatigue

2. Emotional Symptoms

Touchy and irritable Bad tempered Anxiety Feeling of not being appreciated

3. Spiritual Symptoms

Lack of forgiveness Loss of meaning Emptiness Loss in motivation

4. Mental Symptoms

Confusion Poor concentration Negative perception Depression

5. Relational

Isolation Distrust Loneliness Increased in marital and family conflict

CAUSE OF BURNOUT AND TURNOVER

WORK-RELATED

Feeling like you have little or no control over your work.

Lack of recognition or rewards for good work. Unclear or overly demanding job

expectations. Doing work that’s monotonous or

unchallenging. Working in a chaotic or high-pressure

environment.

LIFESTYLE

Working too much, without enough time for relaxing and socializing.

Being expected to be too many things to too many people.

Taking on too many responsibilities, without enough help from others.

Not getting enough sleep. Lack of close, supportive relationships.

PERSONALITY TRAITS

Perfectionistic tendencies: nothing is ever good enough.

Pessimistic view of yourself and the world. The need to be in control: reluctance to delegate

to others. High-achieving, Type A personality.

EFFECT OF BURNOUT AND TURNOVER

1. Individual level2. Work-related level3. Organization level4. Global level

INDIVIDUAL LEVEL

Affect our health Depression Suicide Contributes to conflict Affect the harmony of family

WORK-RELATED LEVEL Negative influence on employee well-being Human service work Diminishes the level of commitment

ORGANIZATION LEVEL Organization will lose money Absenteeism Reduced organizational commitment Productivity decreases Sustaining job demands

GLOBAL LEVEL Economy of a country will be affected The growth of a country will be restricted Image of a country will affect

SOLUTION TO OVERCOME BURNOUT AND TURNOVER

CONCLUSION

The effects of stress and burnout are varied and have received extensive attention in recent years.

It will continue to be a major source of stress for organization members in terms of work overload, lack of control, insufficient reward, absence of fairness or equity, and work-home demands.

Stressed and burned out employees are less productive, less energetic, and less interested in their jobs.

There is a need to increase awareness of the stress and burnout syndrome.

Administrators need to increase awareness of the impact of job stressors on well-being from the perspective of job satisfaction, commitment, and job performance.

Joint initiative between administration, chairpersons and faculty.

QUESTIONNAIRE SESSION