The burnout literature is reviewed, compared, and summarized. Based on this process a definition of burnout is proposed encompassing three components: emotional and/or physical exhaustion, lowered work productivity, and overdepersonalization. A model to aid researchers is presented accompanied by research questions in need of answer if burnout is to be more fully understood.
The limited research that examines the relationship between ownership structure (family business status) and strategy has provided conflicting results. In this paper we empirically examined that relationship and found that some differences exist in how family businesses compete in the marketplace. The current understanding of the strategy construct however has limited our ability to measure the actual differences in strategies.
We studied 52 psychologists who are managers in public-sector, community-level mental health systems. Data included biographical, work history, and role characteristics; job responsibilities, activities, skills, and problems; and career, affective, and perceptual variables. Primary activities include working with people and budget. Reflecting this, general management skills are those most needed, yet almost no subjects had such formal training. Comparisons made with a managerial sample of social workers (MSWs) revealed few differences. Implications for organizations and individuals are discussed.As Beaver (1980) pointed out, managers motivate and inspire. Yet DeMuth's (Bales, 1984) perception was that "many psychologists feel they've 'sold their souls' if they go into management" (p. 31). It may be one of the best kept secrets in psychology that many psychologists practice management and that this is a significant and expanding career area for psychologists (Kilburg, 1984a). The 1983 Census of Psychological Personnel (Stapp, Tucker, & VandenBos, 1985) indicated that 4.1% of the psychologists reported that they administer and 36.3% administer and provide health and mental health services. Thus over 40% of psychologists responding performed some administrative function.A review of the literature revealed no data-based studies of psychologists as managers. This lack of systematic data was corroborated by R. R. Kilburg (personal communication, July. 1985). All articles in the special issue of Professional
A particularly intense form of conflict is uelative conflict. It is a situation in which at most one of some set of participants may obtain an objective and in which it is possible that none will obtain their objective. A mathematical model is derived from basic assumptions about the decision making process in a three-person uelative conflict situation, a truel. It is proposed that the model is generalizable to n-person situations. A preliminary test of the model that varied only one of the parameters revealed support for the model. More extensive tests of the model are warranted. In addition, the applicability of the model to internation or intergroup conflict is explored.
Ec1N THE PAST 20 years there has been a
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