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Purpose: Burnout literature has primarily studied determinants and rehabilitation. Remarkably, ways to enable qualitative return to work after burnout are considered considerably less and were studied here. Specifically, building on the Job Demands-Resources model and Effort-Recovery model, this study investigated determinants of the quality of return to work. Material and Methods: Hierarchical regression analyses were conducted to evaluate the quality of reintegration among 786 workers who were surveyed about their return to work after a burnout episode. Results: Restarting work at a new employer and especially getting supervisor support appeared beneficial, whereas remaining burnout symptoms, stressors in one's private environment andmostlyneuroticism hampered the quality of return to work. Conclusion: Given the high prevalence and important costs burnout entails, primary prevention alone proves insufficient. Current study findings inform on how to optimize the quality of reintegration in the workplace after a burnout episode, demonstrating that supportive managers and inclusive workplaces (i.e., open to hire applicants with a burnout history) are important levers for qualitative return to work, next to ensuring workers are not (so much) impaired by their burnout rest symptoms. ä IMPLICATIONS FOR REHABILITATIONReintegration trajectories after burnout should not only be evaluated by sick leave duration but also by the clients' subjective experience of quality of return to work. Rehabilitation professionals should ensure clients prepare return to work early so they return timely and are not (so much) impaired by their burnout rest symptoms. Rehabilitation professionals should propose reorientation towards a new employer in case of irreversible work ability problems at the current workplace. The clients' current work situation should allow for sufficient supervisor social support. Also stressors in private life (like divorce) and personality characteristics (like neuroticism) should be considered as they may hamper quality of return to work.

Age discrimination may explain lower labour market chances of older and younger job seekers. What remains underresearched, however, is how older/younger job seekers might self-select out from early recruitment procedures due to stigmatizing information in job ads. Building on theories

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SamenvattingHet geven van een verontschuldiging beperkt de schade na een overtreding door een organisatie. Terwijl eerdere studies keken naar de inhoud van een goede CEOverontschuldiging, onderzocht de huidige studie welke omstandigheden (in termen van CEOgender en type sector) van belang zijn bij een CEO-verontschuldiging na een organisatiefout. Gebaseerd op de attributietheorie en de token status theorie onderzocht deze studie het effect van een verontschuldiging van een mannelijke versus vrouwelijke CEO in een mannelijk versus meer vrouwelijk gedomineerde sector. In een experimentele scenariostudie (N = 57) met een 'binnen-subjecten' design vonden we dat het geven van een verontschuldiging leidde tot een beter herstel bij het publiek dan het niet geven van een verontschuldiging. Er was geen verschil in herstel na een verontschuldiging van een mannelijke versus een vrouwelijke CEO en dat effect was onafhankelijk van het type sector (mannelijk of vrouwelijk gedomineerd). Deze studie combineert verschillende theoretische perspectieven en draagt zo bij tot de literatuur van zowel CEO-verontschuldigingen als percepties tegenover mannelijke versus vrouwelijke CEO's. Resultaten helpen ook organisaties, in het bijzonder CEO's en hun communicatieteams, bij het voorbereiden van een reactie na een organisatiefout en bieden meer kennis over (het omgaan met) verwachtingspatronen ten opzichte van mannelijke versus vrouwelijke CEO's. Abstract "I'm (not) sorry": Repair after apologies from a male versus female CEOOffering an apology can mitigate damage after a transgression made by an organization. While previous studies investigated the content of a good apology, the present study considered which circumstances (in terms of CEO gender and type of industry) are of importance for successful CEO apologies after an organizational transgression. Building on attribution theory and token status theory, we investigated effects of an apology given by a male versus female CEO, situated in a male versus more female dominated industry. An experimental scenario-based study (N = 57) with a within-subjects design found that offering an apology led to better repair within the public than not offering one. No difference in repair between a male CEO apology and a female CEO apology was found, nor did this effect change when the type of industry (i.e., male versus female dominated) changed. This study combines different theoretical perspectives and thereby adds to the literature on both CEO apologies and perceptions of male versus female CEOs. Results also help organizations, specifically CEOs and their communication teams, when preparing a reaction after a transgression and provide more insight into (handling) specific expectations regarding male versus female CEOs.