By: Dr Ioanna Katsounari Dr Stavros K. Parlalis Dr Panayiota Christodoulou
Occupational stress and Stress-related hazards which Stress factors burnout : could lead to burnout • pressure to complete tasks • Is widely recognized in • job content, within a certain time, human service workers • workload and work pace, • heavy workload, and characterized by: • working hours, • dealing with challenging and • participation and control, • role ambiguities, difficult clients, • career development, • increasing caseloads, • feeling poorly compensated • status and pay, • declining wage rates, for work, • role clarity in the and • unclear roles and job organisation, expectations, • limited opportunities • interpersonal relationships, • long hours, and for upward mobility • organisational culture, and • minimal support from • (Hombrados-Mendieta, & Cosano- • the home ‒ work interface Rivas, 2011; King, & Chenoweth, 2002; supervisors and co-workers Lloyd, Travis; Lizano, & Mor Barak, • (Leka et al., 2003; MacKay et al., 2004) • (Arrington, 2008) 2015).
A comparison of two studies conducted in Cyprus regarding occupational stress and burnout amongst: social workers in Non-Governmental Organisations (NGOs) (Study #1 by Dr Katsounari) and social workers in the Social Welfare Services of the Government of Cyprus (Study #2 by Dr Parlalis and Dr Christodoulou)
It explored occupational stress among social workers employed in non-governmental services It focuses on organizational characteristics as well as personal It aimed to assemble a snapshot of factors affecting work factors, which can have an impact on social workers’ work performance as well as possible causes of work burnout. performance. It is supported that social workers employed in voluntary organizations are more vulnerable in experiencing higher levels of burnout compared with social workers employed in governmental services (Coffey et al., 2004; Craiovan, 2015; Dillenburger, 2004; Dyser & Quine, 1998; Koski, 2013). In particular, employees at non-governmental organizations have been associated with high occupational stress and exhaustion due to the fact that they come in contact with people whose suffering seems most of the times unmanageable, as these patients present serious disabilities or cumulated health and social issues (Coffey et al., 2004; Craiovan, 2015; Dillenburger, 2004; Koski, 2013).
It explored occupational stress and burnout among social workers employed in the Social Welfare Services of the Government of Cyprus The researchers focused on identifying It aimed to identify the main stress factors risk factors and proposing methods that in the workplace that, according to the In addition, actions that individuals could minimise the stress factors in the social workers themselves, could themselves could take were explored. workplace and thereby prevent or reduce eventually lead to burnout. staff burn- out. Smith (2003) argued that social workers may have higher levels of stress because they have a greater awareness of stress than other professionals do who might not be aware of how stressed their work environment makes them; other reasons they may experience work stress and burnout concern conflicting roles, status, function, and contexts (Lloyd et al., 2002).
Study #1 • Twelve (12) social workers employed in these services were interviewed (convenience sample). • These social workers were employed in different services (mentally ill, special needs population, elderly, child protection and welfare field, domestic violence field, disability, cancer patients, community social work). • Semi-structured interviews were utilized, comprising of eleven open- ended questions around their perceptions and experience around burnout and factors that influence their job performance. • Data was analyzed with the use of thematic analysis based on the guidelines outlined by Braun and Clarke (2013). Study #2 • Four one-day workshops were organised – two in Nicosia (January 2016) and two in Limassol (June 2016). The workshops lasted six hours each. • 36 participants in each of the first two workshops and 24 in the following ones. • Part A (theory) consisted of a two-hour lecture on staff burnout theory and work stress. • Part B (practical) the group was divided into two smaller groups (focus groups) and participated in various interactive and experiential exercises. • Content analysis was used to analyse the data.
Study #1 Study #2 1. Organisational demands 1. Organisational issues 2. Role ambiguity and conflict 2. Workload 3. Interactions in the workplace - lack of 3. Job-related issues understanding and cooperation with 4. Complex responsibilities superiors/colleagues 5. Personal issues 4. Collaboration with clients and other services 6. Professional relations 5. Personal expectations 6. Public perceptions of social work and social workers - low recognition of the profession
No. Categories Description Consequences 1. Organisational Workload : dealing with complex cases • Tremendous demands especially with children, and at the same pressure time, being obliged to take up tasks that Additional burden • otherwise should be performed by other staff. Overtime : neither recognized nor valued. • Anger It reduces their efficiency and affects their • Frustration personal and social life. Disappointment • Ethical dilemmas : when no clear Intense stress • guidelines and protocols, and inadequate Emotional conflict • education and training of the social worker • Exhaustion 2. Role ambiguity and Lack of clarity concerning their duties, • Conflict and conflict responsibilities and the expectations of tension with their role superiors Assigned roles outside their scope of their knowledge or training
No. Categories Description Consequences 3. Interactions in the Problematic interactions with Extreme tension • workplace - lack of colleagues Confusion • understanding and Anxiety and uncertainty • cooperation with • Decreased efficiency and superiors /colleagues productivity Positive feedback • Positive communication with Acknowledgment of job • superiors requirements and difficulties • Support when confronted with dilemmas and difficulties
No. Categories Description Consequences 4. Collaboration with • Inaccessibility • Stress clients and other Indifference Anxiety • • services Ineffective collaboration and Anger • • miscommunication with Government departments and other agencies • Inadequate knowledge and lack of training in dealing with moral dilemmas Lack of supervision by their superiors • 5. Personal expectations Search for a meaningful life experience and Uncertainty • • passion to help people in need and make a • Insecurity difference in their society. Role ambiguity and lack of training can • become serious obstacles for professional advancement.
No. Categories Description Consequences 6. Public perceptions of The social work profession is not Misunderstandings • • social work and social adequately recognised in Cyprus and is Misconceptions • workers - low considered inferior to other professions. Sense of uncertainty • recognition of the • Lack of protocols and legislative and insecurity profession framework related to social worker’s regarding skills, duties. knowledge, value and confidence
No. Categories Description Consequences 1. Organisational Old-fashioned and ambiguous Insecurity • • issues procedures of the organisation Frustration • Bureaucratic system Neglected by • • • Lack of appropriate means administration • Lack of professional vision • Insecurity The administration does not inform • workers of its strategic vision Not included in the administration’s • policy and strategy formation • Unclear directions from the administration and unclear roles 2. Workload Heavy workload due to the lack of staff Stress • • Pressure by the • administration
No. Categories Description Consequences 3. Job related issues Lack of external supervision, support, or Supervision reduces • • guidance burnout and increases the sense of fulfilment in the workplace • Employee evaluation is based on non- • Stress objective criteria Difficult working hours, change of • national laws and lack of autonomy Difficulty organising time due to lack of Great barrier for work • • superiors’ administrative skills
No. Categories Description Consequences 4. Complex Complicated work and undertaking Low self-confidence • • responsibilities many tasks simultaneously. • Lack of trust to • Unexpected circumstances complicate administration the daily programme and new responsibilities were continuously added. 5. Personal issues • Work not recognised or respected • Low self-confidence Low self-respect • Feelings of rejection • 6. Professional • Not ideal working environment • Lack of trust and relations • Poor relations among colleagues confidence among Lack of proper communication colleagues •
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