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The simplest and most logical answer to what causes burnout is that there is an excessive workload. However, workload alone does not explain burnout. Recent theoretical frameworks about burnout are integrating personal and situational factors rather than giving an either/or explanation. Although the idea of person-job fit is acknowledged at the point of hire and system entry, the concept of match or mismatch between the person and six domains of the job environment. Briefly, these domains are:

1. Workload - a mismatch can occur because of an excessive amount of work or the wrong work for the person’s skill set.

2. Control - person has insufficient control over needed resources, or responsibility exceeds authority.

3. Reward - insufficient financial rewards or lack of social rewards (work is not appreciated).

4. Community - isolation, impersonal contact, or unresolved conflicts produce continuous negative feelings.

5. Fairness - inequity of workload or pay, evaluations and promotions handled inappropriately, and grievance procedures do not allow voice to both sides of the conflict.

6. Values - conflict between personal values and what is asked in the job or conflict between the values of the organization and the actual practice.

Job-related stressors can include specific tasks, demands of the position, interpersonal relationships, and the physical environment. Research has shown antecedents to work exhaustion are more commonly situational, such as overload, role conflict and ambiguity, lack of autonomy, interpersonal conflict, and lack of rewards.

Experts reviewed the organizational and personal factors that may contribute to stress. Organizational factors include those intrinsic to the job, the role in the organization, career development, and relationships in the organization. They have speculated that with an uncertain economy, employees, specifically baby boomers who are at the peak of their careers, work longer hours. Although research shows that regular vacations lower the risk of death for men and the rate of heart attacks in women, the pace of the work environment continues to escalate. Experts noted that being busy has come to symbolize being important. Many workplaces have cultures of workaholism, and managers, in particular, feel the pressure to work long hours.

Factors external to the organization include family and community relationships and activities. These can be extensive, as many managers are active as volunteers and community leaders. Specific focus on women in the workplace outlines factors unique to women. These authors described the multiple factors that affect women in the workplace by looking at the total environment in which women interact.

Being a manager may coincide with several other critical life events. Most managers are over 25 and may have many roles. For example, your employee, a manager may be starting or have a young family. As a mother, the manager not only has childrearing stresses, but also may be a volunteer for her children’s activities. As a daughter, your employee may be helping aging parents make decisions about health care, finances, where they should live, and if they can live independently. This also may include providing physical care to parents or other relatives. Your employee may be in school to obtain an advanced degree or active in professional organizations. The potential combinations of roles are many. Any of these roles can conflict with another, adding to the stress of your employee.