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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

Meet our Council: Loraine Roux – a proud Kovsie ambassador
2016-07-01

“I strive to represent the alumni
actively as an interest group,
and to help build the university
through sound business principles.”

Loraine Roux (née Kriek), former President of the Student Representative Council, was elected to the Council of the University of the Free State (UFS) in 2012. This former Kovsie made her mark at the UFS. Many staff members and former students will remember her as the beautiful brainbox, who achieved success in so many different areas of student life and humanity.

Loraine’s studies


Her journey as a Kovsie started as finalist in the prestigious Matriculant of the Year competition. Later, she obtained a Bachelor’s degree in Consumer Science at the UFS. Loraine, a born leader, was also Prime of Soetdoring residence, and remains the only student in the history of the university to be chosen as SRC President, Rag Queen, and Dux student in the same year.

After university

The Kriek family are all stalwart former Kovsies, with three generations – Loraine, her late grandfather Johan Kriek, and godparents, Rhyno and Mariette Kriek – having served on the Student Representative Council. So, it is no surprise that a leading firm like Deloitte & Touche noticed Loraine’s unique talent and leadership skills, and snatched her up for their CEO Bootcamp immediately after university.

Serving on the UFS Council


Currently, she is part of the team that is extending Deloitte & Touche’s ethical and fraud prevention services across Africa and Europe. She also uses her expertise and experience in risk management, ethical practice, and good corporate governance for her role as UFS councillor. As part of her duties as Alumni representative in the Council, she serves on the Naming Committee, as well as on the Audit and Risk Committee.

“It is a great privilege for me to serve on the Council, but it is also a great responsibility,” she says. “I strive to represent the alumni actively as an interest group, and to help build the university through sound business principles.”

Loraine married Gabriel Roux in 2014, and the couple live in Stellenbosch.

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