Employee Burnout
COMM 2311: Oral Communication
Assignment 4
Stu dent Name & ID
Rayana Aljulaud 202100002
Lara algaoud 201 902698
Shahad aloraifej 2021000 60
Hessa Al dossary 2020 00 520
Norah Alshammari 2 0200172 5
Lames G Othman 20 200198 4
Outlines
• Introduction
• Reflective Thinking Steps Supported By Research
• Summary
• References
Introduction
• Leading pressing issue that highly affects personnel and organizational goals.
• In today's fast-paced work environments, the relentless demands and increasing stress can lead
to burnout, adversely affect employees' well-being and organizational productivity.
• By addressing burnout proactively, organizations can create a healthier and more productive
work environment.
• Through a comprehensive analysis of causes and effects, as well as innovative solutions, we aim
to provide valuable insights and practical recommendations to tackle this prevalent issue.
Problem Identification
• Employee burnout is a pressing issue in today's workplaces.
• Based on a survey results, 67% of employees have reported higher stress and burnout.
• Burnout contribute towards 50% absenteeism and a 30% decrease in efficiency.
Analyzing the Problem – Causes
Excessive
lack of autonomy
workload
Poor work-life
balance
Adverse and
Inadeque support and
knowledge lack of recognition
resistant work
culture
Analyzing the Problem – Effects
Decreased Increased
Productivity and Absenteeism
Morale
Job Dissatisfaction
Higher Employee Workplace Conflicts
Turnover
Cont..
• Research suggests that organizations with high levels of employee burnout experience lower financial
performance and higher healthcare costs.
However, researches suggests following ways to reduce stress.
• Ensuring Flexible Work Schedules
• Work-life balance
• Paid holidays
• Training and development opportunities
• Constructive and knowledge sharing work environment
Creative Solutions
1 2 3
Foster a supportive community within Provide regular feedback and Promote a positive work culture that
the organization by encouraging team performance evaluations to identify values open communication,
collaboration, peer support, and and address early signs of burnout recognition, and employee
mentorship programs. and support employees in their engagement to reduce burnout and
development. increase job satisfaction.
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Selecting the Best Solution
• Ensuring workplace flexibility to manage professional
and personal responsibilities promotes better work-life
balance, thereby reducing stress.
• It addresses the root causes of burnout, such as long
working hours and the inability to balance work and
personal life effectively.
Taking Action
Develop a detailed action plan Allocate resources, such as budget, Communicate the plan and
outlining the specific steps, timelines, personnel, and technology, to support expectations to stakeholders, Monitor
and responsibilities for implementing the execution of the action plan. the progress and Provide necessary
the selected solution. support and training to individuals or
teams involved in executing the action
plan.
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Conclusion
• Employee burnout is a significant challenge that can have detrimental effects on individuals and organizations.
• Recognizing and addressing burnout is crucial for the well-being and productivity of employees.
• Through the analysis of causes and effects, we have identified key factors contributing to burnout, such as excessive workload and lack of
work-life balance.
• Various solutions have been proposed, including implementing flexible working hours, promoting support for work-life balance, and
developing global poverty reduction initiatives.
• The selected solution of implementing flexible working hours can help alleviate burnout and improve employee well-being and
productivity.
References
• Maslach, C., Schaufeli, W. B., & Leiter, M. P. (2001). Job burnout. Annual Review of Psychology, 52(1), 397-422.
• Skaalvik, E. M., & Skaalvik, S. (2018). Teacher job satisfaction and motivation to leave the teaching profession: Relations with school
context, feeling of belonging, and emotional exhaustion. Teaching and Teacher Education, 73, 117-126.
• Demerouti, E., Bakker, A. B., Nachreiner, F., & Schaufeli, W. B. (2001). The job demands-resources model of burnout. Journal of
Applied Psychology, 86(3), 499-512.
• Greenhaus, J. H., & Powell, G. N. (2006). When work and family are allies: A theory of work-family enrichment. Academy of
Management Review, 31(1), 72-92.
• Bakker, A. B., & Demerouti, E. (2017). Job demands-resources theory: Taking stock and looking forward. Journal of Occupational
Health Psychology, 22(3), 273-285.
