The leadership challenge of increasing productivity in the workplace without increasing burnout risk

Abstract

PurposeThis paper aims to examine the critical question of how to increase productivity without also increasing the burnout risk. A systems thinking framework was applied to explore individual perceptions of team dynamics and how they relate to morale, work–life balance (WLB) and hours worked.Design/methodology/approachUsing an online survey, data from 1,222 Australian workers were analysed using hierarchical multiple regression and principal components analysis (PCA).FindingsSelf-reported productivity was found to be predicted by engagement whereas burnout and morale had minimal impact. Burnout risk was not related to hours worked but was reduced when WLB, quality work and trust is higher. Co-worker effort impacted morale and a factor labelled as team “sense of accomplishment” (SoA) was identified.Research limitations/implicationsThe results of this research have limited generalisability to wider populations due to sampling methods, being conducted in the Australian context and respondents coming from a diverse range of occupations. The sample being skewed towards younger age groups and the acknowledged use of single-item measures may also restrict drawing broader conclusions from the results.Originality/valueA socio-technical systems thinking model to diagnose the link between workplace burnout and productivity is applied. The approach involved understanding the importance of trust and how the connection between people and systems can influence morale.

Analysis of the Impact of Job Burnout on Quality and Economic Benefits of Enterprises

“…Through our review of the existing literature, it is evident that there is currently no consensus on the definition and connotation of job burnout [18], [39,40]. Scholars have provided different descriptions based on various theoretical foundations.…”

“…Various adverse consequences of job burnout in organizations may further deteriorate job burnout, creating a vicious cycle regardless of job burnout by managerial staff or frontline workers. This will significantly impede product quality and cost-effectiveness [23], [38], [40]. Therefore, close attention should be paid to the issue of employee job burnout in all kinds of management and operating activities.…”