Abstract
D.Phil.
This study investigates the management of burnout among ministers of religion in the
Dutch Reformed Church ("NG Kerk") Synod of Southern Transvaal. Burnout is a common metaphor for a state of mental exhaustion, usually work-related. The traditional, and most frequently used definition describes burnout as "a syndrome of emotional exhaustion, depersonalization, and reduced personal accomplishment that can occur among individuals who do 'people work' of some kind" (Maslach & Jackson, 1986: 1). Research literature describes the general symptomatology of the syndrome, its preconditions, and the domain in which it occurs. From the literature it becomes apparent that burnout is a persistent, negative, work-related state of mind in 'normal' individuals that is primarily characterised by exhaustion, which is accompanied by distress, a sense of reduced effectiveness, decreased motivation, and the development of dysfunctional attitudes and behaviours at work. This psychological condition develops gradually but may remain unnoticed for a long time by the individual involved. Often burnout is self-perpetuating because of inadequate coping strategies associated with the syndrome. The more recent multidimensional theory describes burnout as an individual's stress experience embedded in a context of social relationships involving the person's conception of both the self and others. According to this view burnout is a psychological syndrome of emotional exhaustion (stress component), depersonalization (otherevaluation component), and reduced personal accomplishment (self-evaluation component), the product of a major mismatch between the nature of the job and of the person who does the job, and the index of the dislocation between what people are and what they have to do. Six areas of organizational life are identified which can cause the imbalance, mismatch or misfit between the person and work: Workload, control, reward, sense of community, fairness and values. According to the multidimensional view burnout is also seen as a syndrome of exhaustion, negativity, hostility, cynicism and distance, and inefficiency on one side of a continuum, while the opposite and positive side of the continuum is represented by a state of engagement, characterised by energy, positive and supportive involvement and a sense of efficacy and accomplishment. Burnout is not a trivial problem but an important barometer of a major social dysfunction in the workplace that says more about the conditions of their job than it does about the workers. It is therefore not only a problem of the individual worker, but involves the complex interaction between organization and employees, on personal and interpersonal level, and also of specific working conditions and the context in which the work is being done. This interaction shapes the way people see and do their work, and impacts on the well-being of the workers and the organization. Burnout is therefore not only related to negative outcomes for the individual, including depression, a sense of failure, fatigue, and loss of motivation, but also to negative outcomes for the organization, including absenteeism, turnover rates, and lowered productivity.