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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

Power interruptions: Information for internal communication

2008-01-31

As part of the UFS’s commitment to address load shedding, the management would like to communicate the following:

The UFS mainly deals with the power interruptions by way of (a) the possible installation of equipment (e.g. generators) and (b) operational arrangements to ensure the functioning of the UFS in spite of power interruptions.

During the past week progress was made on both fronts. The information that follows resulted from a meeting of a task team of Physical Resources led by Mr Nico Janse van Rensburg, which took place on Monday 28 January (this task team naturally focuses on physical solutions) and a discussion by Exco on Wednesday 30 January 2008. Exco discussed the recommendations of the mentioned task team in respect of physical aspects, as well as the operational arrangements proposed by faculties.

Physical solutions

A Main Campus

1. New emergency power installations already approved:

Last week Exco gave its approval for the design and installation of emergency power equipment in all the large lecture-hall complexes to proceed immediately.

In all these cases

load surveys have been completed and a start has been made with the ordering of equipment and the process of appointing contractors. (Exco approved the adjustment of normal tender procedures in an attempt to expedite completion.)
generators with 20-30% more capacity than required for the current load are being ordered.
provision is being made for the connection of lights and at least one wall plug to the emergency power.
the expected construction time is 16 weeks (except in the case of the Flippie Groenewoud Building where it is 6 weeks).

The above-mentioned concerns lecture halls/ venues in the following buildings: Examination Centre, Flippie Groenewoud Building, Stabilis, Genmin and the Agriculture Building.

As far as the Agriculture Building is concerned, a larger generator (larger than required for lecture venues only) is being ordered in view of simultaneously providing essential research equipment (refrigerators, ovens, glasshouses) with emergency power within 16 weeks.

2. Investigation into the optimal utilisation of present emergency power installations

All the emergency power systems are being investigated on the basis of a list compiled in 2006 to determine whether excess capacity is available and whether it is possible to connect additional essential equipment or lights to it.

The electrical engineer warns as follows:
“Staff members must under no circumstances overload present emergency power points.

A typical example of this is a laboratory with 10 power points of which 2 points are emergency power outlets. Normally a fridge and freezer would, for example, be plugged into the two emergency power points, but now, with long load-shedding interruptions, a considerably larger number of appliances are being plugged into the power point by means of multi-sockets and extension cords. In the end the effect of such connections will accumulate at the emergency generator, which will then create a greater danger of it being overloaded and tripping, in other words, no emergency power will then be available.”

3. Requests and needs addressed directly to Physical Resources or reported to Exco via the line managers.

All the physical needs and requests addressed directly to Physical Resources or submitted to Exco via the line managers are being listed, classified and considered technically in view of their being discussed by the task team on Monday 11 February.
The information will (a) lead to recommendations to Exco regarding possible additional urgent emergency power installations, and (b) be used in the comprehensive investigation into the UFS’s preparedness for and management of long power interruptions.

Requests that can easily be complied with immediately and that fit into the general strategy will indeed be dealt with as soon as possible.

4. Purchase of loose-standing equipment: light, small, loose-standing generators, UPSs as solutions to/ aids during power interruptions

Exco approved that

a) faculties and support services accept responsibility themselves for the funding and purchase of loose equipment such as, for example battery lights, should they regard these as essential.
b) UPSs (uninterruptible power supplies) that faculties and support services wish to purchase to combat the detrimental effect of unexpected power interruptions on computer equipment) can (as at present) be purchased from own funds via Computer Services.
c) UPSs (uninterruptible power supplies) that faculties and support services wish to purchase to combat the detrimental effect of unexpected power interruptions on other types of equipment can normally be purchased from own funds with the consent of the line manager concerned.
Note: Please just make sure of the appropriateness of the equipment for a specific situation: it is not a power supply that can bridge a two-hour power interruption.)
d) small, loose-standing generators can be purchased from own funds via Physical Resources and installed under their supervision.
e) laptop computers can , where necessary, be purchased from own budgets. The availability of second-hand laptop computers must be taken into account.

B Vista

No major problems have been reported to date. The situation is being monitored and will be managed according to need. The same guidelines that apply to the Main Campus will naturally also apply to the Vista Campus.

C Qwaqwa

The situation is receiving attentions and solutions have already been found for most problems.

D General

1. All-inclusive project
A comprehensive investigation into the UFS’s preparedness for and management of long power interruptions will be launched as soon as possible. Available capacity will be utilised first to alleviate the immediate need. The needs assessment to which all faculties and support services have already contributed is already an important building block of the larger project.

2. Building and construction projects currently in the planning and implementation phase
The need for emergency power for projects such as the new Computer Laboratory is being investigated proactively and will be addressed in a suitable manner.

3. Liaison with Centlec
Attempts at direct and continuous liaison are continuing in an attempt to accommodate the unique needs of the UFS.

4. HESA meeting and liaison with other universities
A representative of the UFS will attend a meeting of all higher education institutions on 11 February. The meeting is being arranged by HESA (Higher Education South Africa) to discuss the implications for the sector, the management of risks and the sector’s response to government.

5. Internal communication
It is the intention to communicate internally after every meeting of the task team, which will take place on Mondays. Strategic Communication will assist in this regard.

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