Professional Burnout among Social Service Workers: Organizational Predictors in Crisis Conditions
Abstract
Contemporary work in social services is inextricably linked with the risk of professional burnout, exacerbated by stressful conditions, crises, and interactions that require emotional involvement and high professionalism. The article presents the results of research on professional burnout among staff and the organizational predictors that influence its development. Using the example of two institutions that began to merge in 2021, the authors examine which factors in work structure and human resource management contribute to the intensification of symptoms of tension, resistance, and exhaustion among the staff. Findings from surveys, interviews, and time studies point to significant overwork and emotional exhaustion among staff, caused both by direct job duties and limited opportunities for career and professional development. Particular attention is paid to analyzing the impact of the COVID‑19 pandemic, which has exacerbated existing negative trends in social services – from increased workloads to worsening bureaucratic procedures, exerting more emotional pressure on employees. The authors find a strong link between organizational conditions and levels of professional burnout: a lack of support from management and colleagues, opaque personnel procedures, and limited opportunities for motivation significantly increase stress levels among employees. The article emphasizes that responsibility for professional burnout is often placed on employees, while the contribution of the organization and administrative resources is ignored, pointing at a problem with management effectiveness. The authors stress that combating professional burnout requires a profound restructuring of management processes and approaches to work organization.