Burnout, Engagement, and Organizational Culture: Differences between Physicians and Nurses

Abstract

BACKGROUND:Burnout results from a prolonged response to chronic emotional and interpersonal workplace stressors. The focus of research has been widened to job engagement.AIM:Purpose of the study was to examine associations between burnout, job engagement, work demands, and organisational culture (OC) and to demonstrate differences between physicians and nurses working in general hospital in Skopje, Republic of Macedonia.MATERIAL AND METHODS:Maslach Burnout Inventory and Utrecht Work Engagement Scale were used for assessment of burnout and job engagement. Work demands and OC were measured with Hospital Experience Scale and Competing Values Framework, respectively.RESULTS:Higher scores of dedication, hierarchy OC, and organizational work demands were found in physicians. Nurses demonstrated higher scores of clan OC. Burnout negatively correlated with clan and market OC in physicians and nurses. Job engagement positively correlated with clan and market OC in nurses. Different work demands were related to different dimensions of burnout and/or job engagement. Our findings support job demands-resources (JD-R) model (Demerouti and Bakker).CONCLUSIONS:Data obtained can be used in implementation of specific organizational interventions in the hospital setting. Providing adequate JD-R interaction can lead to prevention of burnout in health professionals (HPs) and contribute positively to better job engagement in HPs and higher quality of patient care.

The Association of Team-Specific Workload and Staffing with Odds of Burnout Among VA Primary Care Team Members

“…We found large differences in burnout associated with team staffing, team member turnover, and patient panel capacity. Previous studies have found higher burnout associated with working overtime 18,19 and having insufficient clinical staff to manage workloads, [23][24][25][26] and lower burnout associated with working in a team structure with a strong team culture 40 and the quality of physician-nurse relationships. 24 Our findings make an important contribution by testing these associations at the team level and for all team members.…”

“…Workload issues such as working overtime 18,19 and excess patient volume [20][21][22] are associated with burnout in primary care, as are turnover among primary care support staff 20 and insufficient staff to manage patient volume. [23][24][25][26] The patient-centered medical home (PCMH) has been suggested as a model to simultaneously improve quality of care Electronic supplementary material The online version of this article (doi:10.1007/s11606-017-4011-4) contains supplementary material, which is available to authorized users. and reduce burnout among primary care employees in part through team-based approaches to patient care.…”

Effect of effort‐reward imbalance and burnout on infection control among Ecuadorian nurses

“…At the facilities and department level, the effect of burnout on infection control adherences suggests that monitoring and interventions to reduce burnout levels among nurses should be seen as part of the responsibility of those charged with infection prevention and control in what should be an integrative strategy to reduce transmissible infections in patients and workers. Organizational interventions guided by perceived effort-reward and job-demand-resources imbalances (Mijakoski et al 2015) have shown success and should be considered valid tools in infection prevention and control. Furthermore, access to mental health services for healthcare workers, including individual psychosocial interventions to address burnout have shown success (Gunusen & Ustun 2010;Nowrouzi et al 2015), and should be considered not simply as part of the commitment to workers health but as an investment in patient outcomes as well.…”

Professional Flourishing: The Job Demands–Resources Model and Emergency Nursing

“…14 At an organizational level, nurses in organizational cultures that are either family-like or goal-focused, compared with entrepreneurial or hierarchical, have demonstrated improved work engagement and less burnout. 15 Effective teamwork can enhance engagement, but it may not affect burnout. 16 Continuous improvement programs have a small impact on decreasing job demands and burnout, with little impact on engagement or job resources.…”

“…15 Effective teamwork can enhance engagement, but it may not affect burnout. 16 Continuous improvement programs have a small impact on decreasing job demands and burnout, with little impact on engagement or job resources. 17 Overall, there continues to be a need to increase the quality and rigor of nursing workforce studies.…”