Organizational Factors Contributing to Job Satisfaction and Burnout among Social Workers and What to Do About It | ||
| Egyptian Journal of Social Work | ||
| Article 5, Volume 1, Issue 1, June 2015, Pages 79-101 PDF (842.97 K) | ||
| Document Type: Theoretical Articles | ||
| DOI: 10.21608/ejsw.2015.8837 | ||
| Authors | ||
| Siri Jayaratne; Reem S. Ibrahimi | ||
| Abstract | ||
| Job satisfaction and burnout are two concepts that have received considerable attention in human services literature in the U.S. Dissatisfaction with one’s job has been associated with a variety of negative mental health and health consequences such as depression and anxiety to the development of physical symptoms. As a symptom, burnout has been typically thought of as a response to chronic stress, and has also been associated with a host of negative health and mental health symptoms. While job satisfaction and burnout may be related phenomena, they are generally not viewed in the literature as being progressive or stepwise – that is, lack of satisfaction does not necessarily precede burnout nor does satisfaction with the job prevent burnout. Both, however, could result in poor service to clients, cost to employers because of absenteeism and turnover, and in the long run, negative impact on the worker. We will not go in to the theories and meta-theories associated with these two concepts. Instead, we will simply state our definitions, which by and large reflect the definitions in the majority of the literature. | ||
| Keywords | ||
| Organizational Factors- Job Satisfaction- Burnout | ||
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