All Management Learning Resources

  • All Management Learning Resources
Burnout can be spread through social channels

Burnout contagion: Managing and reducing socially-transmitted burnout

Burnout is, largely, a social phenomenon. Many of the causes of burnout are social: when an organization is run in an unjust fashion, conflict is high, and employer demands are difficult to meet, employees are at a greater risk of burning out (Oberle et al, 2016). Burnout is also exhibited in social terms: burned out employees are more disagreeable, apathetic, and jaded. The diminished performance of a burned out employee can create more conflict and disappointment within their workplace, negatively impacting those around them (Kim et al, 2017).
Burnout, Work and well-being, Conflict resolution
High level of stress, high workload and a dysfunctional organization are predictors of burnout

Lighting the match: Causes of burnout and exhaustion at the workplace

Burnout is the enemy of productivity, collaboration, and morale. When an employee is experiencing burnout, they report low motivation, low investment in their organization’s goals, and an outlook that is pessimistic and grim. Burned out employees are more likely to be absent, waste time at the workplace, make avoidable errors in their work duties, and generate conflict among their co-workers.
Burnout, Work and well-being, Stress, Overwork, Workplace communication, Organizational fairness
Wellbeing is not just a hype but can have a lasting impact on organizational performance.

The Importance of Wellbeing: Organizational Outcomes from an Evidence-based Management Perspective

A growing number of organizations are focusing on caring for their employees in a holistic, wellbeing-focused manner. Particularly among tech companies and start-ups, employee benefits now surpass simple health and retirement benefits, and include physical health programs, continuing education credits, and even on-site wellness facilities such as yoga rooms (Dailey & Zhu, 2017).
Work and well-being, Burnout, Workplace design, Conflict resolution, Collaboration
Team processes that support idea generation and problem solving can boost innovation

Team processes that breed innovation: Idea generation, problem-finding and critique strategies

In order for a work team to thrive and develop innovative, paradigm-challenging ideas, creativity must be properly fostered. Working towards that requires that you, as a manager, recognize that creative output is inherently risky and vulnerable – especially when the pressure is high and the need for a useful solution is paramount (Paulus, 2000).
Evidence-based Innovation Management, Creativity, Innovation, Team Dynamics, Team Building, Idea generation, Problem solving

Does leadership really make a difference? The benefits of leadership in a nutshell

This CQ Dossier describes modern theories of leadership through a focus on emergent theories that link human resource management and strategy across multiple-levels. The dossier describes the latest innovations in research to show that leadership is a process through which organizations can gain a competitive advantage.
Evidence-based Leadership, Leadership, Flexible leadership theory, Complexity theory of leadership
Job crafting puts employees in the driver seat for designing their work environment

Employees in charge: Why autonomy and job crafting boost motivation

This CQ Dossier describes the Job Characteristics Model that provides recommendations on how best to design jobs to enrich employee motivation. The model focuses on the intrinsic motivation that employees gain through having control over their work. The model shows how autonomy, job crafting and feedback can enhance employee motivation and enrich the experience of work.
Motivation, Job crafting, Autonomy, Job performance, Job satisfaction, Basic psychological needs

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