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How to prevent and combat employee burnout and create healthier workplaces during crises and beyond

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  • Gabriel, Kelly P.
  • Aguinis, Herman

Abstract

Burnout results from chronic work-related stress. People who are burned out are emotionally drained and feel negative and detached from work, which leads to decreased performance, inhibited creativity and innovation, workplace accidents, absenteeism, and physical and mental illnesses. Burnout is widespread, pernicious, and costly to human life, firm profits, and society—especially during a global crisis like the COVID-19 pandemic but also during a broader set of pan-global crises yet to come. Fostering healthier workplaces is a necessity at any time, but particularly during a crisis that has intensified job demands and drained job resources. Based on a review of the evidence, we provide five recommendations and implementation guidelines that can help organizations prevent and combat burnout: (1) provide stress management interventions, (2) allow employees to be active crafters of their work, (3) cultivate and encourage social support, (4) engage employees in decision-making, and (5) implement high-quality performance management. Overall, our evidence-based recommendations, together with the implementation guidelines we provide, will help business leaders promote and create sustainable wellness at work during crises and beyond.

Suggested Citation

  • Gabriel, Kelly P. & Aguinis, Herman, 2022. "How to prevent and combat employee burnout and create healthier workplaces during crises and beyond," Business Horizons, Elsevier, vol. 65(2), pages 183-192.
    • Handle: RePEc:eee:bushor:v:65:y:2022:i:2:p:183-192
    DOI: 10.1016/j.bushor.2021.02.037
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    References listed on IDEAS

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    Cited by:

    1. Jane F. Maley, 2024. "Operationalising employee capabilities post pandemic crisis: a sustainable HR approach," Review of Managerial Science, Springer, vol. 18(12), pages 3575-3596, December.
    2. Bruning, Patrick F. & Hsin-Chen Lin, & Hsu, Ching-Yi, 2022. "Crafting solutions to leadership demands for well-being and effectiveness," Business Horizons, Elsevier, vol. 65(5), pages 603-615.
    3. Neil B. Barnard & Sebastiaan Rothmann & Leon T. De Beer & Welma Lubbe, 2023. "Emergency Nurses’ Job Demands-Resources Profiles and Capabilities: Effects on Performance and Intention to Leave," Sustainability, MDPI, vol. 15(6), pages 1-24, March.
    4. GORSKI Andra-Teodora & DUMITRAȘCU Dănuț Dumitru, 2023. "Exploring The Dynamic Landscape Of Performance Management: A Bibliometric Analysis Of Emerging Trends," Studies in Business and Economics, Lucian Blaga University of Sibiu, Faculty of Economic Sciences, vol. 18(1), pages 342-366, April.
    5. Ying Xu & Diao Jie & Hongyu Wu & Xiaolu Shi & Daniel Badulescu & Sher Akbar & Alina Badulescu, 2022. "Reducing Employee Turnover Intentions in Tourism and Hospitality Sector: The Mediating Effect of Quality of Work Life and Intrinsic Motivation," IJERPH, MDPI, vol. 19(18), pages 1-18, September.
    6. Yushan Wu & Qinghua Fu & Sher Akbar & Sarminah Samad & Ubaldo Comite & Mirela Bucurean & Alina Badulescu, 2022. "Reducing Healthcare Employees’ Burnout through Ethical Leadership: The Role of Altruism and Motivation," IJERPH, MDPI, vol. 19(20), pages 1-17, October.
    7. Herman Aguinis & Estelle E. Archibold & Darryl B. Rice, 2022. "Let’s Fix our Own Problem: Quelling the Irresponsible Research Perfect Storm," Journal of Management Studies, Wiley Blackwell, vol. 59(6), pages 1628-1642, September.
    8. Fatime Arenliu Qosaj & Stevan Merrill Weine & Pleurat Sejdiu & Fekrije Hasani & Shukrije Statovci & Vigan Behluli & Aliriza Arenliu, 2022. "Prevalence of Perceived Stress, Anxiety, and Depression in HCW in Kosovo during the COVID-19 Pandemic: A Cross-Sectional Survey," IJERPH, MDPI, vol. 19(24), pages 1-13, December.

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