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Promoting staff mental well-being during burnout periods

24 October 2023 | Story Carmine Nieman | Photo SUPPLIED

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

CR Swart Memorial Lecture: Mr Cecil le Fleur

2006-08-08

Khoe and San call for government to speed up policy dialogue with indigenous communities

Mr Cecil le Fleur, leader of the National Khoe-San Consultative Conference and member of the executive management of the National Khoe-San Council, has called for a national policy on indigenous peoples to protect the human rights and special needs of indigenous people in South Africa.

Mr Le Fleur delivered the 38th CR Swart Memorial Lecture on the Khoe and San at the University of the Free State (UFS). He commended the UFS for its serious approach to the Khoe and San and for initiating initiatives such as a research project on the Griqua in which various aspects linked to language, -culture, -history, - leadership, their role in the South African community (past and present) and the conservation of their historical cultural heritages will be covered.

“The policy dialogue with indigenous communities initiated by government in 1999 and supported by the International Labour Organisation (ILO), has been exceedingly slow, owing to political and bureaucratic problems,” said Mr Le Fleur.

According to Mr Le Fleur the slow pace is also impacting negatively on the United Nations’ efforts to expand the international standards and mechanisms for human rights so as to include the special needs of indigenous peoples.

“The successful adoption of a South African policy would probably have a major impact on the human rights culture of Africa and, more specifically, on the UN system,” he said.

“South Africa has a powerful moral authority internationally and is willing to use this authority in multilateral forums. At this stage, however, South Africa’s Department of Foreign Affairs (DFA) may not take an official position on UN instruments and declarations pertaining to indigenous issues, until the Cabinet has resolved its own domestic policy position,” he said.

According to Mr le Fleur it therefore came as a great surprise when the DFA brought out a positive vote in the UN for the adoption of the "Draft Declaration on the Rights of indigenous Peoples" in June this year, even before the completion of the policy process.

Policy consolidation in South Africa is the primary key to creating a new policy climate in Africa in order to protect the rights of indigenous peoples. “The existing constitution of the Republic of South Africa is one of the most liberal on the continent, and embraces the concept of redress of past discrimination. It already includes a clause (Section 6) making provision for the protection of language rights for Khoe and San peoples - the fist peoples of southern Africa,” he said.

“If South Africa can effectively integrate this ‘third generation’ of collective rights within an existing democratic constitution, this will send a clear message to Africa and the world that indigenous rights are a necessary component of human and civil rights in modern democracies,” he said.

Mr Le Fleur proposed an institutional framework based on set principles that would satisfy the needs and aspirations of the Griqua and other first indigenous peoples in South Africa. “The proposed framework was based on the notion of vulnerability as a result of colonialism and apartheid, which stripped us of our indigenous identity, cultural identity and pride as people. This injustice can hardly be addressed within the existing mechanisms provided by the current text of the Constitution,” he said.

Mr Le Fleur also proposed that the principles of unique first-nation status, as recognised in international law, should be applied in the construction of the framework of the constitutional accommodation for the Khoe and San.

Mr Le Fleur further proposed that the Khoe and San’s indigenous status in constitutional terms must be separate from the constitutional acknowledgement of their status as a cultural community, as envisaged in sections 185 and 186 of the Constitution of 1996.

According to Mr Le Fleur, the suggested mechanism should make provision for structures such as:

A statutory representative council for First Indigenous Peoples of South Africa at a national level;
a separate Joint Standing Committee on Indigenous and Traditional Affairs, in both the National Assembly and the National Council of Provinces on which the Khoe and San can be represented;
a representative structure for the Khoe and San in the legislature of each relevant province; and
ex officio membership in the relevant structures of local government.

Media release
Issued by: Lacea Loader
Media Representative
Tel: (051) 401-2584
Cell: 083 645 2454
E-mail: loaderl.stg@mail.uovs.ac.za
24 August 2006

- Full lecture
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