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This paper was accepted for inabsentia presentation and subsequent publication as conference proceedings bearing ISBN, in SIMSARC 12 (Symbiosis Institute of Management Studies Annual Research Conference) held during 13-14 December, 2012.

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  1. 1. SIMS Annual Research Conference 13th & 14th December 2012, Pune, India.Employee Burnout: A View Into Education Sector - Subhojit Chakraborty & Tanusree Bhowmick Assistant Professors, DSMS, Durgapur.
  2. 2. EMPLOYEE BURNOUT – THE CONCEPT• Burnout is a job related syndrome.• Concept first introduced by German-American Psychiatrist Herbert Freudenberger, about 4 decades ago.• More frequently occurs in human service works where direct interaction with humans is experienced, e.g. teaching.• Presence perceived when an employee is not performing well any more in the concerned position like before, implying that the same employee did use to perform well earlier.
  3. 3. BURNOUT DEFINED• “Burnout is a psychological term for the experience of long-term exhaustion and diminished interest.” – Wikipedia.• The dictionary definition of burnout is “psychological exhaustion and diminished efficiency resulting from overwork or prolonged exposure to stress.”
  4. 4. BURNOUT AND THE EDUCATIONAL SECTOR• Burnout syndrome is more acute among those engaged in people-centric jobs for eg. teaching.• Teachers experience burnout at different stages of their career.• Teaching nowadays is a highly professional task where direct interaction with humans is experienced.• The students are rather mal-functioning clients than normal and the job falling under “people changing” service category having the highest workload.
  5. 5. BURNOUT – UNDERLYING FACTORS• Stress: The only difference between stress and burnout is that stress is normal and often quite healthy, but when the ability to cope with stress starts letting people down, then they may be on the road to burnout!• Stressors: Due to the presence of any one or a combination of stressors (Extra-organizational, Organizational, Group and Individual) a vicious cycle of stress starts operating, which when not taken care of in the long run, may push the stress level beyond a threshold to burnout.
  6. 6. BURNOUT – UNDERLYING FACTORS• Job Demands: The common job demands that increase burnout in employees are role conflict, role ambiguity and role overload besides other job demands like emotional and physical demands.• Stress Vulnerability: An individual has unique biological, psychological and social elements which includes the strengths and vulnerabilities for dealing with stress. When stress rises beyond the natural threshold level, humans are no longer able to handle the stress and burnout begins to occur.
  7. 7. Job Burnout as a syndrome of Exhaustion, The Stress Vulnerability ModelCynicism and Efficacy (Source: (Source:
  8. 8. Objectives of the Study• To determine the causes and extent of burnout among teachers.• To analyze the relationship between burnout and “intention to leave” among teachers, and• To come up with effective solutions for the “Edu-preneurs” to cope with burnout.
  9. 9. Research Design, Sampling, Instrumentation and Data Collection • A cross-sectional survey of teachers in the private management colleges in Durgapur was carried out. • The population of this study being full time confirmed faculty members teaching in private management colleges of Durgapur. • The research is basically exploratory in nature seeking to establish a cause and effect relationship between the different variables chosen for the purpose. • Data have been collected with the help of self- administered structured questionnaire. A total of 200 questionnaires were distributed to respondents and 180 completed questionnaires were returned deemed to be sufficiently complete in all respects (yielding a response rate of 90%).
  10. 10. FINDINGS 1 Stress Level and Personality Types (Gender Wise) 60% 52% 50% 40%Stress Level 30% 20% 15% Male Female 20% 13% 10% 0% A B Personality Types
  11. 11. FINDINGS 2Variables (xi) No. of Percentage Probability Rank of Respondents (Pi) Variables in favor ofLong Lecture Hours 27 15.00 0.15 3Heavy Class Loads 40 22.22 0.22 1Uneven Load Distribution 25 13.89 0.14 4Traditional Teaching Aids 10 5.56 0.05 7Biased Performance 30 16.67 0.16 2AppraisalLack of Academic Freedom 20 11.11 0.11 5Improper Subject Allocation 10 5.56 0.05 7Interference in work by 18 10.00 0.10 6superiorsTOTAL 180 100 1 -
  12. 12. FINDINGS 3 ITEMS MEAN S.D.I am seriously thinking about looking for a new job for 3.445 2.147the last few monthsPresently I am actively searching for a new job 3.367 2.122I intend to leave my present job very soon 3.542 2.180I intend to join a job of higher dignity and pay package 3.242 2.080in the near futureI feel the current place of my work is at the root of all 3.823 2.276problems in my life which might be solved only if Iswitch to another jobTotal Mean 3.48 2.16N.B: 1= Strongly disagree, 2= Disagree, 3= Neither disagree nor agree, 4= Agree,5= Strongly Agree.
  13. 13. FINDINGS SUMMARISED• Teachers with Type A personality are more susceptible to stress, and moreover, female teachers have a greater tendency to get stressed than their male counterparts.• Heavy Class Loads is the top most priority factor for teachers, and then Biased Performance Appraisal and Long Lecture Hours that influences the level of job stress among teachers.• The average perceived level of intention to leave the present job among teachers , mean value of 3.48 on a five point scale, clearly points out that teachers are increasingly inclined to leave their jobs in future.
  14. 14. CONCLUSIONThe private management colleges is in a vulnerableposition owing to increasing employee burnout andattrition rates which is more likely to increase in thecoming days. If burnout becomes chronic in theeducation sector, then the whole society has to sufferas with increasing burnout quality of educationimparted will fall and consequently the worst suffererswill be the students and the edu-preneurs. Theemployers can play a great role in reducing workstress and burnout.
  15. 15. RECOMMENDATIONS TO EMPLOYERS TO COPE WITH BURNOUT• Introducing FLEXI-TIME.• WORK LIFE BALANCE Audit.• Family Friendly Policies.• Employee Counseling.• RELAX on the GO.