Burnout Model

Theoretical approach of Burnout

According to Vachon (1987), (as cited in Theophilus, 2009), “most theoretical models attempting to explain the burnout in the light of a dynamic interaction between the individual and the environment” (Theophilus, 2009). The most important interpretation models of burnout are four:1)Maslach’s model of three dimensions (1982), 2) The model of Edelwich and Brodsky (1980), 3) The interactive model of Cherniss (1980) and 4) The model of Pines (1993).
1) Maslach’s model of three dimensions (1982)

Based on the classic definition of Maslach (1982), reported above, three main dimensions syndrome emerged that they represent different categories of symptoms. The first dimension is called “emotional exhaustion” and

As soon as he has come into the professional arena he has too high targets and frequently unrealistic anticipations. At this stage worker over- invests in his job, dedicating his time and soul, whereas as well over- invests in developing relationships with patients. Nevertheless, discovers that the labor he produces does not encounter his expectations he feels frustration. Doubt and Inertia: Then it comes to the second stage, that of doubt and inactivity. The daily effort disproves his expectations, so he does not come across the desires resulting from his work. The employee blames himself for disaster and attempts further to invest in his occupation, but without positive consequences. So increasingly clarifies his labor, not having yet still reviewed its expectations (Edelwich & Brodsky,

Phase of “work stress”: This is a disturbance between the required and available resources. Work-related stress is the result of disruption between the external and internal environment of the employee, which is created when the available resources are insufficient to meet in an appropriate manner their personal goals and the demands from the work environment. This imbalance can happen to any employee without necessarily lead to burnout. ‘Exhaustion’ phase: This is the emotional response to previous imbalance, manifested in the form emotional exhaustion, stress, fatigue, boredom, lack of interest and apathy. The workplace is the employee stock source, while the attention is more focused on bureaucratic aspects than on clinical parameters. The worker is in a constant state of tension which, if not be able to manage it properly, may lead to frustration and