Social capital and burnout among mental healthcare providers

Abstract

These results imply that work environments where managers support collaboration and social interaction among work teams may reduce burnout.

Decent Work as Determinant of Work Engagement on Dependent Self-Employed

“…The quality of the social environment at work is a fundamental aspect that determines the level of work engagement of employees since the social support of the bosses and colleagues influence the workers' perception with respect to the justice at the workplace [3,75]. The perception of justice increases the levels of work engagement with their employer [76,77]. On the contrary, a social environment characterized by physical, sexual, and/or verbal abuse has a negative influence, not only on employees at the individual level in terms of health, but also on their level of work engagement [78].…”

“We Won’t Retire Without Skeletons in the Closet”: Healthcare-Related Regrets Among Physicians and Nurses in German-Speaking Swiss Hospitals

“…In this study, social capital represents all relational resources of professional and private nature through which personal support can be mobilized (Bourdieu & Wacquant, 1992; Rostila, 2011). Employment-based social capital in healthcare was shown to positively influence job satisfaction (Ommen et al, 2009; Strömgren et al, 2016) and reduce burnout rates (Eliacin et al, 2018). However, these studies neglected the social capital accessible in the private sphere that may be perceived as a helpful and effective regret-coping resource.…”

Counsellors in the National Health Service: A mixed‐method study of efficacy and satisfaction from the counsellor perspective

“…There is a sense that therapists are undervalued both personally, in that their well‐being is not protected organisationally or by management from burnout/workplace stress/bullying, and that they are undervalued professionally, by colleagues and managers and by the “system.” In addition, the impression is that therapists feel that their work with clients is undervalued, with services being underfunded and their working practice being constrained by a rigid and unwieldy service structure which (in their view) makes it harder for them to work safely or effectively with clients. Whilst there is evidence that mental health workers as a group may often feel undervalued (Eliacin et al., ; Rao et al., , n.d.), it is possible that this may be particularly so for counsellors, who are very often hierarchically (in terms of job role and salary) lower than other workers. Certainly, overall the impression gained is that there is an organisational culture of dismissiveness towards therapists in the NHS that is harmful not only to this group of practitioners but also—and crucially—to the aims of the NHS to promote care which “supports recovery” for clients (Mental Health Taskforce, ).…”

“…The impact of stress in mental health staff, such as therapists, affects more than just the individuals (and their families). Therapist stress and burnout is found to be significantly associated with poorer client outcomes (Delgadillo, Saxon, & Barkham, ; Eliacin et al., ). Furthermore, it is estimated that stress‐related sickness absence costs the NHS £2.4 billion a year alongside increased staff turnover (Quality Watch, ).…”