Executive Summary.edited
.docx
School
Politeknik Keuangan Negaran STAN**We aren't endorsed by this school
Course
PSY 100
Subject
Management
Date
Dec 21, 2024
Pages
7
Uploaded by MagistrateSnow28389
1Executive SummaryStudent's NameInstitutional AffiliationCourse Name, Number, and CodeProfessor's NameDue Date
2Executive SummaryPurpose and RespondentsThis executive summary aims to discuss the results of the burnout assessment of the employees in our organization and to recommend measures to address this problem. The analysis is based on the employee survey data, which was collected from respondents of different genders, age groups, leadership positions, and tenure. The heterogeneity of the sample enables a comprehensive exploration of the antecedents of stress and burnout among employees and how these antecedents may differ across subgroups of the workforce. The executive summary is designed to present these findings in a clear and practical format to guide the strategies for enhancing the quality of life of employees in an organization.ResultsThe analysis's findings suggest several worrying tendencies and indicate the directions where burnout is more significant. The bar graphs derived from the survey responses are presented below to give a graphical view of the differences in stress and burnout levels by demographic characteristics.Which gender is experiencing the burnout level “Pretty wiped out almost every day” the most?The analysis of burnout levels by gender shows a clear disparity: female employees reported experiencing the burnout level "Pretty wiped out almost every day" significantly more frequentlythan their male colleagues. The bar graph illustrates this gender imbalance, emphasizing that a substantial proportion of female respondents feel severe exhaustion almost daily. This finding suggests that female employees may be facing unique stressors or workload challenges that contribute to higher levels of burnout. The data points to the need for targeted interventions to support female employees and reduce the stress factors that are contributing to their high levels of fatigue.
3Which male age group is most likely to report the stress level ‘A little stress that would be expected with the ups and downs of life’?Regarding the stress level of male employees, the results reveal that the male employees aged 50 and above most frequently selected "A little stress that would be expected with the ups and downs of life" at home. The bar graph for this analysis shows that this age group reports the highest level of stress, but the level would be different for older male employees. This means thatolder men are used to some of these stressors but may need coping strategies to avoid this stress, translating to burnout. The findings suggest that stress is moderate and, therefore, requires constant support to prevent its accumulation in the long run.
4At which leadership level does the respondent most agree with the statement, ‘I love what I do’?The leadership analysis shows that the managers are most likely to strongly agree with the statement, "I love what I do." The bar graph illustrating this data reveals one of the positive features of the work environment, namely that the managers are quite satisfied and content with their jobs. This discovery is inspiring, as it indicates that there is well-coordinated management of leadership roles that create enthusiasm and passion at the company. However it also poses certain factorisation concerning the satisfaction level of employees other than the managerial cadre who may have different passion towards their assigned duties. This disparity suggests an opportunity to improve satisfaction in the workplace more generally across the entire hierarchy of the organization.
5Which gender with a tenure of 5+ years provided the fewest responses for the burnout level—"I feel great! I have energy to spare!"?The results based on tenure and gender reveal that the least number of employees who responded'great' and 'full of energy' were female employees with more than five years of tenure. The bar graph has a similar pattern, revealing that female employees with more than five years of service enjoy significantly less positive energy at work, perhaps because intense workplace stressors negatively impact this demographic. This discovery calls for the formulation of special interventions that will enhance the retention of women workers who have served the organization for a long time. These results indicate that these employees can be better served through programs related to chronic stress recovery and health enhancement.
6RecommendationsFrom the analysis it is evident that the company needs to focus on two areas if it is to address theissue of employee burnout effectively. First, there is a need for organizations to adopt programs that focus on the health of women employees. Such programs should encompass stress management, counseling services and encouraging flexibility for the employees. These could be things like working from home, being allowed to take time off to see a counselor, and stress management seminars for women in the workplace that would provide them with tangible tools to deal with stress (Dinibutun, 2020). Since there are indications that women also experience higher burnout indices, such measures should be inclusive and formulated for women, taking into account their often more challenging situation in the labor market. Second, the company needs to pay more attention to how it can retain long-term employees, especially women. This could involve coming up with career development plans, which include mentorship and professional growth studies, to ensure the long-term staff are motivated to stay put (Penttinen et al., 2021). Also, the appreciation of the experienced workers through the rewards and appreciation programs can create value and accomplishment. It is crucial to address the needs of the long-service employees because stress and disengagement over a long period will decrease productivity and increase turnover. By targeting these areas, the company will be in a position to improve general job satisfaction and lessen cases of burnout, hence creating healthier employee and organizational assets.
7ReferencesDinibutun, S. R. (2020). Factors associated with burnout among physicians: an evaluation during a periodof COVID-19 pandemic. Journal of Healthcare Leadership, 85-94.Penttinen, M. A., Virtanen, J., Laaksonen, M., Erkkola, M., Vepsäläinen, H., Kautiainen, H., & Korhonen, P. (2021). The association between a healthy diet and burnout symptoms among Finnish municipal employees. Nutrients, 13(7), 2393.