Caught in a Vicious Cycle? The Complex Interplay of Work Stressors and Burnout
A conflict with a coworker, time pressure, or technical issues – work-related stressors can take many forms. When work stressors accumulate, they can lead to burnout. However, recent research suggests that the interplay between work stressors and burnout is more complex than previously assumed. Could employees potentially be caught in a vicious cycle?
Fig. 1
Note: An earlier version of this article has been published in the German version of In-Mind.
According to a survey conducted by a German insurance company, stress levels have risen steadily in recent years. Respondents identified work as the primary source of stress, referring to high levels of workload, tight deadlines, and interruptions at work. At the same time, higher perceived stress levels were also associated with poorer health [1]. Work-related stress thus represents a significant problem for the well-being and health of employees, while also leading to considerable societal costs (e.g., due to sick leave) [2].
Research on work-related stress distinguishes between stressors and strain. Stressors refer to external factors that impact individuals, such as conflicts with coworkers or experiencing time pressure. Strain, on the other hand, describes an individual’s response to stressors. A possible individual response to stressors can be burnout, which is characterized by exhaustion, a cynical attitude toward work, and reduced performance. For instance, studies have shown that interpersonal stressors at work, such as conflicts with coworkers or customers, are associated with increased burnout symptoms [3]. However, one aspect has often been overlooked: Could burnout symptoms also lead to an increased perception or occurrence of work-related stressors?
This question was addressed in a meta-analysis by Christina Guthier and colleagues that integrated the results of several studies on the associations of work-related stressors and burnout [4]. The findings confirmed the stressor effect by showing that higher levels of work-related stressors did indeed result in more burnout symptoms. At the same time, a significant strain effect was observed, whereby higher burnout symptoms were linked to an increased perception or greater occurrence of work-related stressors. Remarkably, this strain effect was considerably stronger than the stressor effect.
Three possible explanations for this pronounced strain effect are currently being discussed [4]:
1) The first possible explanation is the drift hypothesis, which suggests that individuals with more pronounced strain symptoms may end up in worse jobs. For instance, burnout could lead to unemployment, forcing individuals to take on more stressful jobs.
2) The second possible explanation is the stressor creation hypothesis, which suggests that individuals with higher strain symptoms might create more stressors for themselves. For example, employees experiencing burnout might struggle to organize their tasks and work efficiently, resulting in additional time pressure.
3) The third and likely most plausible explanation is the stressor perception hypothesis. This hypothesis posits that individuals with heightened strain symptoms perceive stressors more intensely. For example, employees with burnout symptoms might become more sensitive to conflicts with coworkers.
Although the exact causes of the strain effect still remain unclear, it is clear that work stressors and burnout can result in a dangerous vicious cycle. Stressors at work can lead to increased burnout symptoms (stressor effect), which, in turn, make the occurrence and perception of additional stressors more likely (strain effect). Accordingly, it is crucial to break this cycle. To do so, not only can employees take action (e.g., by engaging in recovery activities after work or by taking work breaks), but supervisors and organizations must also take over responsibility. For example, supervisors could be trained to support employees, while organizations could increase employees’ autonomy and flexibility [5].
Bibliography
[1] Techniker Krankenkasse, “Entspann dich, Deutschland! TK-Stressstudie 2021,” 2021. Accessed: Aug. 27, 2024. [Online]. Available: https://www.tk.de/presse/themen/praevention/gesundheitsstudien/tk-stress...
[2] J. Hassard, K. R. H. Teoh, G. Visockaite, P. Dewe, and T. Cox, “The cost of work-related stress to society: A systematic review,” J Occup Health Psychol, vol. 23, no. 1, pp. 1–17, Jan. 2018, doi: 10.1037/ocp0000069.
[3] C. Gerhardt et al., “How are social stressors at work related to well-being and health? A systematic review and
meta-analysis,” BMC Public Health, vol. 21, no. 1, Dec. 2021, doi: 10.1186/s12889-021-10894-7.
[4] C. Guthier, C. Dormann, and M. C. Voelkle, “Reciprocal effects between job stressors and burnout: A continuous time
meta-analysis of longitudinal studies.,” Psychol Bull, vol. 146, no. 12, pp. 1146–1173, 2020, doi: 10.1037/bul0000304.
[5] K. A. Leger, S. Lee, K. D. Chandler, and D. M. Almeida, “Effects of a workplace
intervention on daily stressor reactivity.,” J Occup Health Psychol, vol. 27, no. 1, pp. 152–163, Feb. 2022, doi: 10.1037/ocp0000297.
Picture Source
Fig 1: https://de.in-mind.org/sites/default/files/nikko-macaspac-6snbwyfwuhk-un...
