TY - JOUR
T1 - Conceptualizing Job Burnout Through a Behavioral Lens
T2 - Implications for Organizational Behavior Management
AU - Bottini, Summer
AU - Slowiak, Julie M.
AU - Kazee, Amanda
N1 - Publisher Copyright:
© 2024 Taylor & Francis.
PY - 2024
Y1 - 2024
N2 - Provider burnout is a prevalent concern within the workforce. This is particularly true among behavioral providers serving autistic and neurodivergent individuals. Burnout warrants consideration given its known harmful effects on providers, their services, and the organizations within which they serve. To date, burnout has been largely conceptualized through mentalistic frameworks. This approach coupled with limited guidance on developing, implementing, and evaluating cost-effective systems- and organization-level interventions to address or reduce burnout, may contribute to findings that burnout interventions produce small and inconsistent effects. As a result, organizations may be less able or likely to invest in burnout prevention and management strategies. Organizational behavior management (OBM) may offer unique insights into addressing burnout. In this paper, we discuss how burnout may instead be conceptualized through a behavioral lens with a focus on burnout consistent behavior. We then describe the relevance of OBM practitioners in assessing burnout and functionally relevant stimuli/events (e.g. positive reinforcers, such as praise for overwork; negative reinforcers, such as escape/avoidance of aversive work tasks or client interactions), and considerations for using their existing skill set to inform the development of interventions to effectively prevent and/or manage burnout within organizations.
AB - Provider burnout is a prevalent concern within the workforce. This is particularly true among behavioral providers serving autistic and neurodivergent individuals. Burnout warrants consideration given its known harmful effects on providers, their services, and the organizations within which they serve. To date, burnout has been largely conceptualized through mentalistic frameworks. This approach coupled with limited guidance on developing, implementing, and evaluating cost-effective systems- and organization-level interventions to address or reduce burnout, may contribute to findings that burnout interventions produce small and inconsistent effects. As a result, organizations may be less able or likely to invest in burnout prevention and management strategies. Organizational behavior management (OBM) may offer unique insights into addressing burnout. In this paper, we discuss how burnout may instead be conceptualized through a behavioral lens with a focus on burnout consistent behavior. We then describe the relevance of OBM practitioners in assessing burnout and functionally relevant stimuli/events (e.g. positive reinforcers, such as praise for overwork; negative reinforcers, such as escape/avoidance of aversive work tasks or client interactions), and considerations for using their existing skill set to inform the development of interventions to effectively prevent and/or manage burnout within organizations.
KW - Burnout
KW - employee well-being
KW - job burnout
KW - organizational behavior management
UR - http://www.scopus.com/inward/record.url?scp=85185676273&partnerID=8YFLogxK
UR - http://www.scopus.com/inward/citedby.url?scp=85185676273&partnerID=8YFLogxK
U2 - 10.1080/01608061.2024.2319623
DO - 10.1080/01608061.2024.2319623
M3 - Comment/debate
AN - SCOPUS:85185676273
SN - 0160-8061
JO - Journal of Organizational Behavior Management
JF - Journal of Organizational Behavior Management
ER -