The Invisible Burden: The Individual Oppressed Between Institutional Roles

There is a reality in which individuals working in the modern business world play multiple and implicit roles that are not limited to task definitions. These roles go beyond the official job description; emotional labor, invisible labor force, intermediate finding, psychological buffer task. This phenomenon, called “invisible burden, causes the individual to experience psychological problems such as burnout, role conflict and decrease in organizational commitment. In this article, the individual and institutional effects of the invisible burden from the perspective of industrial psychology were analyzed. In line with the current studies in the literature, the individual's dynamics of crushing under multiple roles, the relationship between psychological capital and administrative awareness levels are discussed. In addition, the disproportionate impact of this burden on female employees and the inadequacy of organizational support mechanisms have been mentioned. The findings of the study show that the psychological security environment and open role definitions are decisive in reducing this invisible burden. Institutions should turn to a more inclusive role management understanding that observes not only physical but also emotional and social labor burdens.