The Effect of Burnout, Employee Engagement and Coping | Jennifer Falkoski | MC6 W1b

Jennifer Falkoski, MA P Doctoral Candidate, University of the Rockies
The Effect of Burnout, Employee Engagement and Coping as it Applies to Creating a Resilient Culture in High-Risk OccupationsShow more

This mixed methods study explores the relationships between workplace burnout, employee engagement and type of coping in high risk occupations, namely the medical and mental heath fields. In addition, this study examines the concepts of workplace motivators as they apply to job categories within the health and human services industry overall. The workplace motivators included for analysis in this study are: achievement, recognition and reward, nature of the work itself, responsibility, advancement, growth, company policy and administration, relationship with supervisor, salary, relationship(s) with peers, relationship(s) with subordinates, status and security/safety. These factors were obtained from Frederick Herzberg’s article (2002) titled, One More Time: How Do You Motivate Employees.

Burnout, employee engagement and coping are assessed via quantitative assessments, specifically, the Maslach Burnout Inventory – Human Services Survey, the Q 12 Survey and the COPE Dispositional Inventory respectively. Workplace motivators are assessed through qualitative inquiry via the demographic survey, which asks participants to rank their top six preferred workplace motivators.

This study aims to integrate information gleaned from the data collection on burnout, type of coping, employee engagement, and workplace motivators and then extrapolate this information into a resilient culture alignment model. More specifically, this study will address what an organization can do to align its systems to inherently reinforce protective factors and utilize appropriate workplace motivators in order to reduce burnout, increase employee engagement and hone adaptive coping skills in employees, thereby fostering the development of resiliency. Fostering autonomous resiliency at a micro level, in employees, should extent to the macro level, the organizational system, therefore providing the foundation
for a resilient culture.

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