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“Be Excellent and Do More with Less”: A Paradox behind Job Burnout Threatening Organizational Sustainability

“Be Excellent and Do More with Less”: A Paradox behind Job Burnout Threatening Organizational Sustainability

Solveig Beyza Narli Evenstad
Copyright: © 2015 |Volume: 2 |Issue: 2 |Pages: 16
ISSN: 2327-3984|EISSN: 2327-3992|EISBN13: 9781466680807|DOI: 10.4018/IJSS.2015070104
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MLA

Evenstad, Solveig Beyza Narli. "“Be Excellent and Do More with Less”: A Paradox behind Job Burnout Threatening Organizational Sustainability." IJSS vol.2, no.2 2015: pp.52-67. http://doi.org/10.4018/IJSS.2015070104

APA

Evenstad, S. B. (2015). “Be Excellent and Do More with Less”: A Paradox behind Job Burnout Threatening Organizational Sustainability. International Journal of Systems and Society (IJSS), 2(2), 52-67. http://doi.org/10.4018/IJSS.2015070104

Chicago

Evenstad, Solveig Beyza Narli. "“Be Excellent and Do More with Less”: A Paradox behind Job Burnout Threatening Organizational Sustainability," International Journal of Systems and Society (IJSS) 2, no.2: 52-67. http://doi.org/10.4018/IJSS.2015070104

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Abstract

It is common to think of sustainability in the context of environmental issues. However as companies are downsizing, the human dimension of sustainability, i.e. the organizational sustainability is at stake. The sole focus on cost competitiveness pushes already stressed-out employees to be excellent and do more with less at the same time. When employees are caugth between such paradoxal injunctions and organizational defense routines hinder dialog, some employees develop dysfunctional coping strategies and end up being burned out. Burnout is associated with depression, lack of motivation, absenteeism, and intention to leave. It has both human and economic consequences threatening the sustainability of an organization. The study of the experience of burnout among three Information and Communication Technology (ICT) workers in Norway conducted as an interpretative phenomenological analysis (IPA) is presented as the case and the pathological communication patterns in the organizational culture behind burnout are identified.

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