Burnout: a comprehensive review

Abstract

Abstract Burnout has been the focus of extensive scientific research. The World Health Organization officially recognized burnout as an occupational phenomenon, defined as a syndrome resulting from chronic workplace stress that remains unmanaged and characterized by three dimensions: exhaustion, cynicism, and inefficacy. Existing literature highlights limitations in current measurement instruments for diagnostic purposes. These tools often yield scores that overlap with other conditions such as fatigue, anxiety, and depression. Chronic exposure to high job demands and low job resources emerges as the primary trigger for burnout. While individual characteristics (such as neuroticism) may increase susceptibility, specific personality traits associated with higher risk remain unclear. Burnout has adverse effects on both individuals and organizations. Typical interventions focus on stress relief and coping strategies to manage high job demands, but their effectiveness diminishes over time. Evidence from organizational interventions suggests that improving employees’ working conditions can reduce burnout risk. Combined interventions offer promise by creating a healthy work environment while empowering employees to handle occasional stress. Social partners should advocate for support in researching burnout, aiming for a clear diagnosis, effective treatment, and preventive measures to mitigate psychosocial risks in the workplace. Practical Relevance: The findings of this article highlight the importance of addressing both job demands and job resources to mitigate burnout in organizational settings. Implementing interventions that improve working conditions and provide adequate support can significantly reduce burnout risk and enhance employee well-being. Organizations should prioritize creating a healthy work environment and empowering employees with the necessary resources to manage workload effectively.

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