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24 October 2023 | Story Carmine Nieman | Photo SUPPLIED
Carmine Nieman
Carmine Nieman, Industrial Psychology Lecturer at the University of the Free State

Opinion article by Carmine Nieman, Industrial Psychology Lecturer at the University of the Free State.


Burnout – a widely recognised concept – has gained attention since its inception in the 1970s. Research has shown that burnout occurs when individuals exhaust their coping resources due to work and personal life demands, resulting in decreased job performance and extreme fatigue. Further review revealed that burnout often results from overworking and striving for perfection, particularly in high-pressure environments with challenging professional relationships. Though not officially recognised in the fifth edition of the Diagnostic and Statistical Manual of Mental Disorders (DSM-5), the literature defines burnout as a combination of emotional exhaustion, depersonalisation, and reduced personal accomplishments due to chronic work-related stress. This condition is identifiable through symptoms such as profound fatigue, loss of motivation, cynicism towards one's work, and a sense of inadequacy. Recognising burnout as a contemporary societal challenge is vital; however, in many countries, the official statistics on this topic are not even available. 

According to the literature, there are two coping strategies: positive coping, involving problem-solving and constructive appraisal, and negative coping, which leans towards managing emotions and adopting less effective coping mechanisms. Research has identified a positive correlation between negative coping and burnout, contributing to the experience of burnout among staff members who are struggling to cope personally or professionally. Stress and anxiety have inevitably also been a challenge at the University of the Free State (UFS) for years. Recent research reveals a strong link between stress and burnout, with job burnout identified as a risk factor for anxiety and stress. Thus, addressing job burnout is essential to reduce anxiety and stress symptoms among staff at the UFS, especially as we commemorate World Mental Health Awareness Month.

Mitigating the risk of burnout

Implementing early detection methods is essential to alleviate the adverse effects of burnout. Research underscores the significance of well-being in the workplace, covering emotional, psychological, physical, and behavioural aspects, to effectively manage and prevent burnout. Additionally, burnout has repercussions on personal life, leading to family issues, work-life conflict, and a diminished quality of life, underlining the importance of social support. Preventing and managing burnout entails both individual and organisational strategies. While organisations bear some responsibility, it is unrealistic to expect employees to relinquish personal responsibilities entirely. 

There are numerous research outcomes based on individual strategies. Individual strategies encompass role and boundary management, cognitive restructuring, time management, lifestyle balance, coping strategies, work pattern adjustments, social resource utilisation, and overall well-being and self-assessment. Cognitive restructuring effectively prevents burnout by transforming negative and irrational thought patterns into positive and constructive ones. Time management and planning are core skills for managing a demanding job. Lifestyle management – the balance between work and non-work roles – is increasingly relevant. Moreover, effectively coping with stress by managing thoughts and controlling the interpretation of stressful experiences helps prevent and manage burnout symptoms. Furthermore, changing work patterns is recommended, such as taking regular breaks and avoiding excessive overtime. Leveraging social resources, including support from supervisors, colleagues, family, and friends, is also vital to prevent burnout.

The organisation’s social responsibility role

Research-based strategies on the organisational level are less than on the individual level but offer valuable advice and recommendations. Organisations can contribute to burnout prevention by implementing and developing policies and initiatives. Organisations should focus on transitioning individuals from burnout to engagement by fostering energy, resilience, involvement in work tasks, and job success. Regular well-being assessments also provide insights into individual and organisational well-being and coping. Supportive organisational strategies to prevent burnout entail role clarification, goal setting, nurturing supportive management relationships, eliminating unnecessary stressors, and offering flexible work schedules. Other organisational strategies include supportive practices, job design, coaching, and wellness programmes such as those offered by the Division of Organisational Development and Employee Well-being.

Based on the cumulative insights, an effective approach to addressing and preventing burnout on both individual and organisational levels involves enhancing personal and workplace coping skills. This can be achieved by replacing negative thought patterns with constructive patterns using rational emotive behaviour therapy techniques. Additionally, implementing constructive thinking techniques towards a model that focuses on various aspects of work life can assist in managing and preventing burnout. Furthermore, implementing early detection strategies is pivotal in identifying potential issues before they escalate.

Ultimately, a combined treatment plan involving collaboration between the organisation, industrial psychologists, and individuals is recommended. Such an approach ensures effective burnout management, focusing on well-being and minimising the impact of burnout.

In conclusion, burnout is a significant concern with implications for individuals and organisations. Effective interventions and treatment plans are pivotal for safeguarding well-being. Future research should continue to explore and develop treatment plans to enhance the success and well-being of individuals and organisations.

News Archive

Successful conviction on edible oil adulteration
2009-03-28

A successful conviction in the South African food industry for selling diluted olive oil under the guise of virgin olive oil was handed down in the Special Commercial Crimes Court in Durban this week.

Salvatore Pollizi, owner of the company Ital Distributors, pleaded guilty in terms of Section 105A of the Crime Prosecuting Act to selling fake virgin olive oil under the names of Antico Frantoio and Ulivo.

He was sentenced to a fine of R250 000 or three years’ imprisonment, of which R130 000 or 18 months imprisonment is suspended for five years, on condition that he is not found guilty of fraud or theft or an attempt to commit such crimes during the period of suspension.

The offence was committed in 2001 when the scandal involving olive oil being mixed with a cheaper edible oil and being sold as the more expensive virgin olive oil was uncovered by scientists from the University of the Free State (UFS) in Bloemfontein, in collaboration with Mr Guido Costas, The Olive Growers’ Association, AgriInspec and the South African Police Services.

According to Prof. Lodewyk Kock, Head of the South African Fryer Oil Initiative (SAFOI) that is based at the UFS, the conviction is to his knowledge the first successful conviction of this kind in the South African food industry.

Prof. Kock said, “The court’s decision on Monday, 23 March 2009 is good news to our country and sends out a dire warning to all fraudsters in the food industry.”

He attributed the successful conviction to the active and enthusiastic participation by Advocate Joanna Bromley-Gans from the Special Commercial Crime Unit (SCCU) in Durban, Captain Pragasen Govender from the Serious Economic Offences Unit (SEOU) in Pretoria and the team from SAFOI.

Prof. Kock said that in 2003 some of the prominent members of the edible oil industry took responsibility for the authenticity of their own oils by appointing outside laboratories for routine monitoring.

In some cases a seal of approval from such laboratories is displayed on the monitored oil containers. This is an attempt to inform oil distributors, shop buyers and consumers that these oils have been monitored by an outside laboratory for authenticity.

This “policing” has been supported by major role players in the fast-food sector like Nando’s, Spur, Captain Dorego’s, King Pie Holdings, etc. and various oil distributors like Felda Bridge Africa, Willowton Oil & Cake Mills, Refill Oils, etc.

Media Release
Issued by: Lacea Loader
Assistant Director: Media Liaison
Tel:  051 401 2584
Cell:  083 645 2454
E-mail:  loaderl.stg@ufs.ac.za
27 March 2009




 

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