Essay On Human Services Burnout

Causes and Prevention of Burnout in Human Services Staff High-stress jobs such as those in the human service field can cause serious issues such as burnout. Burnout can show up in a multitude of ways for employees. For organizations this can cause a large number of sick days or they may experience a high turnover rate. Human service workers enter the workforce full of hopes of making changes for those people who they want to work. Like every other job there is always a high hope of helping others and optimism that change will happen but because of the significant amount of work stress occurs which often leads to burnout.
Definition
“Burnout is a state of exhaustion, whether it is physical, mental, or emotional that an individual experiences when under extreme stress” (Lewis, Packard, & Lewis, 2007). “Burnout can be identified by three major features: emotional exhaustion, feelings of decreased successful outcomes with clients, and increased feelings of being de-sensitized to the needs of clients” (Lewis, Packard, & Lewis, 2007). Those who suffer from burnout may show emotional, behavioral, or physical symptoms. Emotional symptoms maybe helplessness, decreased satisfaction, feeling of failure or feeling drained, and may also have more absences due to illness. Behavioral
symptoms may include withdrawal, procrastinations, anger, frustration, or the need for isolation. Physical symptoms can be fatigue, changes in weight, and increase of physical complaints.
Individual, job role, and organization methods that causes burnout One of the issues that may cause burnout for individuals in the workplace could be the lack of feeling control. This could include the inability to affect decisions in your job which could include his or her workload, assignments, and schedules. There could also be the lack of needed resources. A second issued is job expectations are unclear. When the degree of authority is unclear and a person is unsure of what expectations are work may start to feel uncomfortable. Thirdly, if the workplace is dysfunctional with perhaps an office bully a person may feel that he or she’s work is being micromanaged or undermined by either colleagues or possibly his or her boss. A fourth reason could be that the job is just not a good fit. If he or she feels that he or she is not using his or her skills or interests than the job over time may become more stressful. Lastly, are extreme activities of the job. Chaotic or monotonous jobs may lead to job burnout or fatigue because the need of constant focus or energy.
Individuals, job roles, and organizations methods to prevent burnout “Burnout has an adverse impact on work productivity and therefore on organizational effectiveness. Human service agencies cannot afford the loss of productivity involved when an active, enthusiastic professional burns out. This process can never be completely prevented because individual, as well as organizational, characteristics affect susceptibility” (Lewis, Packard, & Lewis, 2007, "Preventing Burnout"). There are affect ways to make sure that burn out does not happen 1) Look at how jobs are structured and change them if needed. 2) See if feedback is needed or collegial interaction. At times professionals feel it is stressful to work continually at one single service. 3) Change things up and assign varied types of clients to different deliverers or lower caseloads. 4) Look into working part-time, job sharing, flextime, or use more volunteers which can provide relief from demoing jobs. 5) Make sure that there are opportunities for new career options and new program development.

Personality and personal work related stress I am not a person who handles stress real well and I have a hard time knowing how to deal with it. I find myself stressed when I have many things to do or how to deal with things that are out of my control. My reaction is to not take good care of myself by not exercising, eating badly, or not getting enough sleep. I find myself waking up and worrying about things that at the time I have no control over. What I can do to reduce burnout is to take care of myself and know when things are getting tough. I need to take time away from what is making me stressed and to give myself a break. Do something that I enjoy doing like reading, exercising, or spending time with my children.
Be alert and ready to assist with staff burnout As a manager it is important to see all of the symptoms of burnout with your employees.
Robinson (2010), “Managers can identify and prevent burnout by knowing the meaning and signs of burnout, understanding the causes of burnout, developing interventions to prevent burnout, and analyzing how they deal with their own personal and work –related stress” (para. 6). When you are a manager it is important that you get to know your employees and who he or she is. What is important to them and what he or she wants to accomplish. There needs to be a relationship with the employee’s not necessary personal but one where a manager is able to intervene and be comfortable doing so when
needed. When a manager sees signs of burnout in his or her employees he or she should feel comfortable finding out why especially if that employee is valued and trusted. Robinson (2010), “Once signs of burnout are noticed, the manager should immediately discuss their concerns with the employee and try to work together to identify causes and develop solutions” (para 7). When managers are in direct contact with his or her employees he or she must know how to deal with burnout issues and he or she must feel comfortable in the position so that he or she is able help themselves as well as staff.

References Lewis, J. A., Packard, T., & Lewis, M. D. (2007). Management of Human Services Program (4th ed.). Retrieved from The University of Phoenix eBook Collection database. Robinson, M. (2010). Causes and Prevention of Burnout in Human Services Staff. Retrieved from http://voices.yahoo.com/causes-prevention-burnout-human-services-6225030.html?cat=5