Organizational Factors Contributing to Worker Frustration: the Precursor
to Burnout
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Cathleen A. Lewandowski
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School of Social Work
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Wichita State University
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1845 Fairmount Drive, Box 154
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Wichita, Kansas 67260-0154
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316-978-7250
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FAX: 316-978-3328
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Cathleen.Lewandowski@wichita.edu
Purpose: This study examined the organizational factors that
contribute to social workers’ frustration with their work situation.
In a stage model, frustration is characterized as the stage prior to burnout.
Since research suggests that organizational factors are associated with
burnout (Anderson, 2000; Arches, 1997; Poulin & Walter, 1993), this
study focused on organizational factors that could contribute to perceptions
of frustration as a precursor to burnout. When frustrated, workers
start questioning the effectiveness, value, and impact of their efforts
in the face of ever-mounting obstacles (Edelwich & Brodsky, 1982, pp.
135-136). The chronically frustrated worker is often unable to deal
with job stress, which can lead to a number of negative consequences, including
burnout (Acker, 1999; Daley, 1979).
Method: The study used a purposive sample of 141 social
workers and other mental health professionals who attended workshops on
burnout in a Mid-western state. Based on the literature, a likert-scale
survey was created, asking respondents to provide their perceptions of
their current work environment.
Results: Preliminary multiple regression analysis revealed
that the factors associated with defining organizational problems as a
private rather than a public issue explained 33% of the variance in professionals’
work frustration (r2 = .33, F = 10.8, p = .000). Women were more
frustrated with their work situation (t = -2.704, df = 136, p = .008) than
men. Further, reports of frustration did not differ by fields of
practice.
Implications for Practice: These findings highlight the
importance of addressing frustration across fields of practice to prevent
the negative consequences of burnout. When viewed as a private matter,
individuals can be blamed for frustration and its consequences instead
of poor work conditions. Finally, women who are social workers may
require additional supports to cope with their experiences of frustration
in the work environment.
References
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Acker, G.M. (1999). The impact of clients’ mental illness an social
workers’ job satisfaction and burnout. Health & Social Work,
24(2), 81-160.
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Anderson, D.G. (2000). Coping strategies and burnout among verteran
child protection workers. Child Abuse and Neglect, 24(6), 839-848.
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Arches, J.L. (1997). Burnout and Social Action. Journal of
Progressive Human Services, 8(2), 51-62.
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Daley, M.R. (1979). Prventing worker burnout in child welfare.
Child Welfare, 58(7), 443-450.
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Edelwich, J., & Brodsky, A. (1982). Training guidelines:
Linking the workshop experience to needs on and off the job. In W.S.
Paine (Ed.), Job Stress and Burnout, (pp. 133-154), Newbury Park, CA:
Sage.
Poulin, J. & Walter, C. (1993). Social worker burnout:
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5-11.