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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

ANC is not a party of the people - Mbeki
2010-08-30

 

 

“The unions in this country do not understand the political economy of South Africa. They think that the ANC is the party of the people. The ANC is the party of the black middle class. The fact that the masses vote for it does not mean they control it. The policies of the ANC favour the black middle class and the established businesses. They do not favour the working class.”

This was said by renowned economic and political commentator Mr Moeletsi Mbeki, brother of former president Thabo Mbeki, during a guest lecture he recently presented to Economics students of the University of the Free State (UFS) in Bloemfontein.

“You just have to look at the types of houses that the ANC government builds for ordinary South Africans,” he said.

“If you had a party that was a pro-working class party it would not have built these so-called RDP houses that are being built by the ANC government. The unions have all along been under the illusion that the ANC is the government of the working class and (Zwelinzima) Vavi and them are now beginning to realise that this is not the case.

“The public-sector workers are in a special dilemma. They think the ANC is their ally but at the same time they feel they are not getting any benefits out of this alliance. Therefore you are beginning to get a very acrimonious environment emerging between the public-sector unions and the government.”

Regarding the current issue of the Protection of Information Bill and the proposed media tribunal that have brought the media and the government onto a collision course, Mbeki said the ANC government was trying to muzzle the media because it wanted to safeguard corruption within government.

“The question of freedom of information is very closely linked to the rise in corruption in the government,” he said.

“What the politicians are doing is that they are trying to hide that corruption. The media in this country have been playing a very critical role in exposing cases of corruption. That is why Vavi now has bodyguards.”

He said he recently met Vavi, the General Secretary of Cosatu, surrounded by four bodyguards. He said Vavi told him that he was getting death threats because he was opposing corruption in government.

Mbeki said the economic policies of South Africa were the “worst in the world” because they benefited people who were already rich and militated against the emergence of entrepreneurs.

“In fact, one of the serious downsides of Black Economic Empowerment (BEE) is that it takes people who should normally be entrepreneurs and who should be creating new companies and new jobs, out of that space and just makes them wealthy. BEE has been a disaster because it created this massive economic inequality; it created this class of idle rich who have tons of money but do nothing,” he added.

He said the under-investment in the economy was having dire consequences in terms of unemployment and poverty. He said this, coupled with the growth of consumption that Black Nationalism was driving, was actually driving down the ability of the economy to absorb labour.

“What really lies at the bottom of our economic problems in South Africa is that we have too much of a one-party dominance of our political system. We need more competition in our political system and until we realise the policies of the ANC are not going to change,” he said.

Mbeki’s guest lecture was on the topic: Architects of Poverty: Why African capitalism needs changing.

Media Release
Issued by: Mangaliso Radebe
Assistant Director: Media Liaison 
Tel:   051 401 2828
Cell:  078 460 3320
E-mail:  radebemt@ufs.ac.za  
30 August 2010

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