Job Stress and Burnout: "According to Repetti (1987), workers in a stressful work situation were less likely to report negative mental health indicators (depression, anxiety) if they perceived themselves to have a supportive supervisor.' "

Job Stress and Burnout: "Likewise, and increase in bureaucracy and the numbers of layers of organizational administration may lead to a reduction of communication within an organization and a sense of depersonalization."

Job Stress and Burnout: "The increased specialization of many jobs results in fragmentation of work. The worker is involved wwith only one small segment of producing the total product or providing services to the client; a loss of sense of accomplishment and autonomy may result."

Job Stress and Burnout: "A number of characteristics of the work environment associated with stress have also been identified. One is an excessive workload, not only in terms of number of hours of work expected, but also in terms of the complexity of the work and frequent change in work demands, sometimes associated with rapid advances in technology. Another is ambiguity as to the worker's rights, responsibilities, status, and goals; with such role ambiguity, the worker may experience a sense of loss control and autonomy on the job. Insufficient resources to accomplish the job and administrative indifference or interference also create stress."

Burnout: Often a Result of Job/Worker Mismatch: "The third kind of burnout occurs when the worker is daily overwhelmed with complex and varied tasks, being continuously required to respond to a variety of urgent, demanding, and changing circumstances. Nurses in emergency wards sometimes experience this second kind of burnout. "

Burnout: Often a Result of Job/Worker Mismatch: "A second kind of burnout occurs when a person works at the same job for many years and following a period of modest progress or improvement settles into a very prolonged period where there appear to be no additional avenues or opportunities for progress. An example might be a job at the lower levels of management that someone has had for the past 10 or more years. There might have been a little progress in the first couple of years, but the worker now feels that opportunities to move up the management ladder are definitely not available to him/her. Additionally, the work being done has become routine, highly predictable, and unexciting. This, together with the limited opportunities for advancement, tends to create feelings of hopelessness and stagnation."

Burnout: Often a Result of Job/Worker Mismatch: "Work & Career Burnout DefinedBurnout can occur in three major ways. The first kind is where the worker performs essentially the same routine and uninspiring work day after day for years. This kind of repetitious, boring, and uninteresting work is associated with feelings of stagnation, helplessness, and depression. Workers in this situation may experience problems at work or bring the emotional problems to their homes. Individuals who work in clerical jobs doing routine and repetitious work or those on assembly lines sometimes experience this variant of burnout. "

Burnout: "3. Track your progress and value incremental progress. Experiencing progress toward your goals is highly motivating. But surprisingly, people have a difficult time recognizing progress and giving value to it. "

Burnout: "d. Sticking with your own structure gives you a sense of control and helps you to recognize your progress."

Burnout: "c. Structure helps keep you on track when you get distracted or interrupted. You have a roadmap to return to. It�s easier to stay on track."

Burnout: "b. Structure frees you from constant decision making. You don�t have to waste important time deciding what to do next when you have a window of free time."

Burnout: "a. Structure buffers you from the stresses of everyday work. "

Burnout: "2. Set up your own structure: People typically think of too much routine when they think of burnout. Day in, day out, the same thing. But upon closer inspection, it isn�t the routine that�s the problem; it�s the control over the routine. "

Burnout: "1. Plan: A surprising number of people don�t take the time to plan their goals and plan their day. Planning immediately gives you a necessary sense of control and direction. And having a plan for the day helps you resist the temptation to overcommit. People tell me they don�t plan because they�re afraid of being disappointed when they aren�t able to follow through. Following through on your plan takes practice, and you don�t have to follow your plan perfectly to be making important progress."

Burnout: "When you can�t identify meaningful accomplishments at the end of the day, you tend to feel physically and emotionally drained. You�re lacking that feeling of progress, of moving forward toward your goal. This sense of progress, or control over your goals, is vital to enjoyment of your work. "

Burnout: "Compare how you feel at the end of a productive day vs. the end of a day spent mired in distractions and unfocused activity. Both days make you feel tired. But the quality of �tired� is different. When 5:00 comes, and you can identify solid progress toward your most important goals, you tend to feel satisfied, even energized, although you may also feel tired. But it�s similar to the �tired� you feel at the end of a good workout. And the idea of doing it again feels good. "

Burnout: "But another common cause of burnout, and one that is commonly overlooked, is the worker�s approach to the work itself, which can powerfully impact how you feel about your job. "

Burnout: "When people are feeling �burned out�, they commonly attribute this to external conditions such as: too much work, poor leadership, inadequate support, poor working conditions, etc. and in many cases, these are the primary problems. "

Burnout: "Burnout usually appears when a worker feels a lack of control over the outcome of their efforts. In other words, when you feel you can accomplish what you want to accomplish, you usually feel happy and motivated. When you feel you can�t accomplish what you want to accomplish, you tend to feel depressed. "

Burnout: "Burnout commonly manifests itself in the workplace in symptoms such as boredom, fatigue, distractibility, low motivation, and emotional withdrawal. "

Burnout: "The cure for burnout can be found in work itself. By this I mean that employees can get off the burnout treadmill by developing better work habits. Burnout can best be avoided by developing skills such as organization, planning, goal-setting, mental discipline, and conflict resolution. "

Burnout: "Burnout
Much has been written recently about 'career burnout'. Popular opinion suggests that such burnout can be cured through a prescription of vacation, sabbatical, career change, and soul search. "

FirstSearch: Search the catalog at Oakland University Library: "5) Track progress.
At the foundation of any successful intervention is a tracking system. People need to know whether they're going in the right direction. The training package lays out procedures for follow-up to the initial assessment, and how to take corrective action when things are going off track. "

FirstSearch: Search the catalog at Oakland University Library: "4) Use the community's problemsolving capacity. The community focus throughout the assessment phases of the project make available the formidable problem-solving capacity of organizations during intervention. Members of the organization know the company, know how to solve problems and have a commitment to its success. "

FirstSearch: Search the catalog at Oakland University Library: "3) Communicate constantly.
Building and maintaining an awareness of the project and its objectives throughout the process of assessment, analysis, reporting, and problem solving is a major communication challenge. The process builds communications into every step"

FirstSearch: Search the catalog at Oakland University Library: "2) Involve people in the process.
Meaningful change in organizational life is a participatory activity. The training package concerns how an organization takes on a project to assess itself and to communicate its findings throughout the members of the organization. In this model, intervention does not come from above, but from every direction in the organization. It is a total involvement process"

FirstSearch: Search the catalog at Oakland University Library: "1) Establish an information flow.
Organizations require an ongoing dialogue with their staff. Some of this information flow comes from day-to-day interaction. Focus groups or town-hall meetings add depth by putting an explicit focus on the workplace itself The training package includes a survey that gives a thorough assessment of the three aspects of burnout and how they relate to the six areas of work life."

FirstSearch: Search the catalog at Oakland University Library: "6) Values When people feel aligned with the values of their organization they are more energetic, involved, and effective at what they do. A serious mismatch between individual and organizational values leads people to question the entire employment relationship. As technology intensifies the pace of the 21st century workplace, people may lose their connection with what they do. New materials or products, the move from face-to-- face to mediated communication and the expectations of constantly increasing productivity change the nature of work. What appears to be an improvement from one perspective could be an empty compromise from another. "

FirstSearch: Search the catalog at Oakland University Library: "4) Community
Communication technologies permit people to participate in global communities through e-mail, ICQ video conferencing, and many other forms of getting together. The considerable demands of this virtual community eat into the time available for the people closer to home. Greater connectivity adds to the demands of life."

FirstSearch: Search the catalog at Oakland University Library: "5) Fairness
The experience of being treated unfairly has an intense emotional impact that undermines a relationship with work. In contrast, being treated with respect and consideration promotes engagement with work. The increasing pace of work brings greater intensity to this dynamic. "

FirstSearch: Search the catalog at Oakland University Library: "3) Reward
The monetary, social and prestigious rewards of work acknowledge extraordinary contributions of people to some degree. But the invasive nature of the 21st century work world infringes on the capacity of people to enjoy the personal rewards. Many of the meaningful rewards of life take time to fully appreciate. "

FirstSearch: Search the catalog at Oakland University Library: "2) Control
An intensifying pace of work strains the balance of control between individuals and organizations. On the one hand, the vastly greater access managers have to information about their organization's operations and finances increases their capacity to develop, implement and monitor a plan to enhance the quality of their work. On the other hand, technology increases the interdependency among people at work. The need for tighter coordination among people moves autonomy from the individual to the work group. "

FirstSearch: Search the catalog at Oakland University Library: "1) Workload
Excessive workload is not new, but today's technology and pace of life bring an increasing intensity to work. The greater availability afforded by communication technology-cell phones, voice mail, e-mail-requires an active defense of personal time as work contacts come to expect an immediate response any time, anywhere. The productivity edge gained through the effective use of information technology at work is being overtaken by the increasing expectations of customers, colleagues and executives. Doing more becomes the norm. "

FirstSearch: Search the catalog at Oakland University Library: "Burnout is a crucial issue for businesses committed to quality and organizations that are innovating constantly and need top performance from talented people. Employees need a depth of commitment and they need to sustain that level of commitment, creativity and productivity over the long term. "

FirstSearch: Search the catalog at Oakland University Library: "The Truth About Burnout (Jossey-- Bass 1997) debunks the common myth that workers are solely responsible for the fatigue, anger and 'don't give a damn' attitude they experience as part of burnout."

FirstSearch: Search the catalog at Oakland University Library: "Job burnout is occurring at critical levels in today's workforce. Workers at both white-- and blue-collar levels feel stressed out, insecure, misunderstood, undervalued and alienated in their workplaces. "

FirstSearch: Full Text: "engagement is characterized by energy, involvement, and efficacy"

FirstSearch: Full Text: "burnout as an erosion of engagement with the job"

FirstSearch: Full Text

NIH News Release--"Power Nap" Prevents Burnout; Morning Sleep Perfects a Skill--07/02/2002: "Evidence is mounting that sleep � even a nap � appears to enhance information processing and learning."

Work & Career: The Four Stages of Burnout: Part I: "THE FOUR STAGES of BURNOUT"

Stress and Burnout at Work: "Stress and Burnout at Work"

Stress and Burnout at Work: "Stress and Burnout at Work"

http://www.churchlink.com.au/churchlink/forum/r_croucher/stress_burnout.html
http://home.vicnet.net.au/~cardoner/uniya/un5su08.html
http://www.sharpman.com/Article.asp?ArticleID=434
http://www.cwla.org/articles/cv0207burnedout.htm
http://web.mit.edu/afs/athena.mit.edu/user/w/c/wchuang/News/college/MIT-views.html

http://www.sevillane.com/index/Society/Work/Technostress/
http://www.friedsocialworker.com/socialworkburnout.htm
http://www.jkup.net/tstress.html

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