Stability and change in burnout: A 10-year follow-up study among primary care physicians

Schaufeli, Wilmar B.; Maassen, Gerard H.; Bakker, Arnold B.; Sixma, H.

doi:10.1111/j.2044-8325.2010.02013.x

Cited by 113 publications

(111 citation statements)

References 65 publications

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“…Third, we found that the stability of burnout was higher (40-45%) in this study than that observed by Schaufeli et al (2011), who used a similar stability and change model and revealed that about one quarter was accounted for by a stable component. The reasons for this might lie on the one hand in the larger time intervals (5 years in their study versus 1 year in our study) and on the other hand in the operationalization of burnout.…”

Section: Accepted M Manuscriptcontrasting

confidence: 54%

“…The employees' actual levels of job demands, job resources, and well-being are assumed to be the sum of two independent components: (1) a component reflecting the time-invariant stability, and (2) a component reflecting occasional changes. Therefore, the variances of the observed scores are partitioned into a stable component that is determined by stable personal and/or environmental characteristics and that -by definition -does not change across time, and a change component that is characterized by changes within the working environment and that -by definition -does change across time (Cole et al, 2005;Schaufeli et al, 2011).…”

Section: The Present Studymentioning

confidence: 99%

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Disentangling stability and change in job resources, job demands, and employee well-being — A three-wave study on the Job-Demands Resources model

Brauchli

Schaufeli

Jenny

et al. 2013

Journal of Vocational Behavior

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100

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This study aims to: (1) examine the stable and changing components across time of job resources, job demands, work engagement, and burnout, and (2) investigate the relationships --as specified by the Job Demands-Resources model --between job characteristics (demands and resources) and employee well-being (burnout and engagement) when controlled for their stable components. These two issues were addressed using longitudinal data from 3 waves with a 1-year time interval (N = 1,038). Results from structural equation modelling indicate that the stable component accounts for 48-69% (wave 1 to 3) of the total variance in job resources, whereas for job demands these percentages range from 30-35% (wave 1 to 3). Moreover, it appears that 54-66% (wave 1 to 3) of the variance in work engagement and 40-45%(wave 1 to 3) of the variance in burnout is accounted for by a stable component. Hence, compared to the negative aspects of the working environment (i.e., job demands and burnout), positive aspects (i.e., job resources and work engagement) seem to be more stable. We also detected significant relationships between the changing components of job resources and job demands on the one hand and work engagement and burnout on the other. These findings are consistent with the Job Demands-Resources model.

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Section: Accepted M Manuscriptcontrasting

confidence: 54%

Section: The Present Studymentioning

confidence: 99%

Disentangling stability and change in job resources, job demands, and employee well-being — A three-wave study on the Job-Demands Resources model

Brauchli

Schaufeli

Jenny

et al. 2013

Journal of Vocational Behavior

Self Cite

100

View full text Add to dashboard Cite

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“…resource allocation, improved patient care and health outcomes, and reduced burnout in primary care clinicians. [23][24][25][26][27][28] Primary care physicians (PCPs) have a unique perspective on the relative level of effort required to care for patients in their panel, including both visit-based and non-visit-based work, as well as patients' psychosocial needs that affect primary care team effort. We previously evaluated a measure of patient complexity using physician qualitative assessments.…”

Section: Introductionmentioning

confidence: 99%

Defining Team Effort Involved in Patient Care from the Primary Care Physician’s Perspective

et al. 2016

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BACKGROUND: A better understanding of the attributes of patients who require more effort to manage may improve risk adjustment approaches and lead to more efficient resource allocation, improved patient care and health outcomes, and reduced burnout in primary care clinicians. OBJECTIVE: To identify and characterize high-effort patients from the physician's perspective. DESIGN: Cohort study. PARTICIPANTS: Ninety-nine primary care physicians in an academic primary care network. MAIN MEASURES: From a list of 100 randomly selected patients in their panels, PCPs identified patients who required a high level of team-based effort and patients they considered complex. For high-effort patients, PCPs indicated which factors influenced their decision: medical/ care coordination, behavioral health, and/or socioeconomic factors. We examined differences in patient characteristics based on PCP-defined effort and complexity. KEY RESULTS: Among 9594 eligible patients, PCPs classified 2277 (23.7 %) as high-effort and 2676 (27.9 %) as complex. Behavioral health issues were the major driver of effort in younger patients, while medical/care coordination issues predominated in older patients. Compared to low-effort patients, high-effort patients were significantly (P < 0.01 for all) more likely to have higher rates of medical (e.g. 23.2 % vs. 6.3 % for diabetes) and behavioral health problems (e.g. 9.8 % vs. 2.9 % for substance use disorder), more frequent primary care visits (10.9 vs. 6.0 visits), and higher acute care utilization rates (25.8 % vs. 7.7 % for emergency department [ED] visits and 15.0 % vs. 3.9 % for hospitalization). Almost one in five (18 %) patients who were considered high-effort were not deemed complex by the same PCPs. CONCLUSIONS: Patients defined as high-effort by their primary care physicians, not all of whom were medically complex, appear to have a high burden of psychosocial issues that may not be accounted for in current chronic disease-focused risk adjustment approaches.KEY WORDS: primary care redesign; psychosocial; health services research; resource allocation; risk adjustment.

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“…In the 1980's burnout was described as dynamic process. Currently it is considered as a state characterized by chronicity and persistence (Schaufeli et al, 2011), therefore burnout is defined as an enduring, negative state connected with work which occurs in case of people that are generally healthy. The syndrome of burnout is marked with exhaustion that is accompanied with psychical and physical discomfort, the feeling of diminished effectiveness, lowered motivation, and disfunctional attitudes and behaviours at work.…”

Section: Literature Reviewmentioning

confidence: 99%

Organisational reasons of job burnout

Moczydłowska

2016

Ekonomia I Zarzadzanie

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A B S T R A C TThe article contains theory-cognitive and empirical parts which aim at diagnosing the organisational reasons of burnout detected by managers in. The group of 45 managers who are the students of Executive MBA in the Institute of Economics of the Polish Academy of Sciences in Warsaw took part in the research. The managers' opinions about organisational risk factors of burnout which occur in their work environment were the research subject. Survrey was the main research tool used in the study. The following research problem was formulated: What organisational factors raiseing the risk of burnout are detected by managerial staff in their work environment? The analysis of respondents' statements enable to identify of the following categories of burnout risk factors: pressure (of time, responsibility, expectations), lack of possibilities to develop occupational abilities and of prospects, the reasons entrenched in wrong interpersonal relations, lack of basic employees' need, deficiencies of the motivational system and work organisation, failure to meet the making decisions. Indirectly, the research results indicate senior staff individualistic inertia. The respondents are conscious of burnout risk factors but they do not take enough effective action to build friendly organisational environment and promote healthy lifestyle. They estimate that the impact of these factors on the mental hygiene improvement in the enterprises is little. They are prone to detect potential sources of burnout in factors which they do not have direct influence on, for instance in the rules enforced by the high level managers, in law of tough market competition etc. There are no statistically significant differences between the responses of men and women. The article develops knowledge in the area of organisational behavior. K E Y W O R D S burnout, organisational stress, managers' perception

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Stability and change in burnout: A 10-year follow-up study among primary care physicians

Cited by 113 publications

References 65 publications

Disentangling stability and change in job resources, job demands, and employee well-being — A three-wave study on the Job-Demands Resources model

Disentangling stability and change in job resources, job demands, and employee well-being — A three-wave study on the Job-Demands Resources model

Defining Team Effort Involved in Patient Care from the Primary Care Physician’s Perspective

Organisational reasons of job burnout

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