The impact of emotional burnout on staff behavior

The article is devoted to «emotional burnout syndrome» and «professional burnout syndrome». The similarities and differences between these concepts are considered. The author presents models of professional burnout caused by stress and overwork, emotional burnout caused by stress and overwork, and imbalance in the employee’s personal life. Two groups of emotional and professional burnout symptoms are described – physical and behavioral. Attention is paid to the characterization of behavioral manifestations in the presence of two syndromes, under the influence of the depressive triad (low mood, inhibited intellectual activity, motor inhibition). In particular, the manifestations of incorrect, erroneous thinking in personnel (maximalism, overgeneralization, unfounded conclusions, selective perception, conclusions based on emotions, exaggerated sense of responsibility, personalization) are characterized. The author identifies and describes the dynamics of burnout, which includes six stages, according to G. Freudenberger’s research, whose views are shared by modern researchers on this problem. The desire to be liked and to join the team forces the employee to push himself in order to increase personal effectiveness; then he begins to feel external pressure on himself; then the employee begins to ignore his own needs and loses touch with himself; the employee worries fails and forces himself to work even harder and more, but physically and psychologically is no longer capable of practical work, so he begins to blame himself. Accordingly, the types of employees who have experienced professional burnout are characterized: «The Overachiever,» «The Taskmaster,» «The Perfectionist,» «The Micromanager,» «The Competitor,» «The People Pleaser,» «The Ruminator.» An attempt has been made to outline measures to prevent professional burnout by the company’s management and employees. Among the means of preventing and combating professional burnout on the part of the employer are moderate deadlines and indicators of planned productivity; resource support for the implementation of tasks; formation and maintenance of a favorable moral and psychological microclimate in the team; material and moral incentives, according to individual results, etc. The means of preventing and counteracting professional burnout at the employee level include self-knowledge and self-determination, horizontal career, etc. Keywords: emotional burnout, professional burnout, behavior, stress, staff, depressive triad, employee type.