How Organizational Change Impacts Burnout for First-Responders and Emergency Healthcare Workers: Firefighters as a Case Study
Vi ser på ansatte i førstelinje og nødetater sin risiko for utbrenthet. Med utgangspunkt i modeller for innsats–belønning og jobbstress viser vi hvordan økte krav og organisatoriske stressorer bidrar til utbrenthet. En casestudie av britiske brannkonstabler illustrerer hvordan organisatoriske endringer kan øke stress og risiko for utbrenthet.
Forfatter
Anniken Grønstad
Medforfattere
Angela Mazzetti, John Blenkinsopp
Tidskrift
IGI Global Scientific Publishing
Abstract
First-responder and emergency healthcare workers face a higher risk of burnout than most occupations. Drawing upon the effort-reward imbalance model we examine how the growing effort required from them is increasingly met with diminishing reward. As a result, there are global shortages of workers in these occupations and the workers who remain are at greater risk of burnout. These front-line workers deal with significant occupational stressors but using the challenge-hindrance model of workplace stress we highlight the potentially greater significance for burnout of organizational stressors i.e. stressors created less by the work itself and more by the organization. Using a case study of firefighters in the UK we show how organizational change can increase both stress levels and the risk of burnout.