Keywords

1 Introduction

Modern organizations are faced with an important problem: burnout in the workplace and as a result of burnout dissatisfaction and demotivation of their employees in the workplace.

Age-related differences are apparent in the nature of stressors likely to be encountered at work (Hansson et al. 2001).

Satisfied employees are a vital prerequisite for a healthy company (Halkos and Bousinakis 2010). Stressful and dissatisfied employees would not be able to obtain the same quality of work and productivity as those employees with lower stress level and higher satisfaction. Therefore, it is important that employers create a safe and friendly environment to work (George and Zakkariya 2015). However, stress can be considered as an unpleasant emotional situation that we experience when requirements (work-related or not) cannot be counterbalanced with our ability to resolve them, which leads to burnout. This results in emotional changes as a reaction to this danger (Halkos and Bousinakis 2010). Occupational stress and burnout have impacted the health and psychological well-being of workers with the attendant effects on their attitude to work (Brandy and Cox 2002). When the working environment is perceived to be conducive, there is less stress, and job performance is greatly enhanced (Parkes 2002).

Lester and Brower (2001) pointed out that the effects of stressors are more felt by workers above 45 years than those below 40 years of age (Lester and Brower 2001).

Burnout refers to a state of emotional and mental exhaustion caused by long-term chronic, emotional, and interpersonal stress while carrying out a role. It is a psychological withdrawal from work in response to excessive stress or dissatisfaction (Leiter et al. 2001). Burnout is a result of prolonged exposure to stress at work and relates to feelings of incompetence and a lack of performance and also productivity at work (Shirom 2003). Burnout mediates a relationship between job stressor consisting of role conflict, role ambiguity, and role overload and job outcomes consisting of job performance, job satisfaction, and turnover intention (Ambrose and Norman Benson Wier 2010; Fogarty et al. 2000). Intiyas Utami and Supriyadi (2013) clearly suggested that the increase of pressure on antecedent factor (job stressor) will increase the burnout intensity and then will result in diminished job outcomes.

Burnout of older employees can be explained by a high workload and a lack of challenge and physical demands of the job, less opportunities for growth, and a lack of social support, especially from colleagues in the organization where they work (Henkens and Leenders 2010).

The demographics of the global workforce are changing, specifically with a more age-diverse workforce bringing new research questions. It becomes more important to find ways for people to stay satisfied and engaged in their work at different life stages (Zaniboni et al. 2014).

Further, it has become important to understand the role of individual differences in examining the effects of job characteristics on job attitudes (Grant et al. 2010; Morgeson and Humphrey 2006). That means that job characteristics are not experienced in the same way by all workers. Given the demographic shifts in today’s workplace, worker age would appear to be such an important individual difference.

Zaniboni et al. (2014) demonstrated that the role of age in the relationship between job characteristics and job attitudes is important, because with the aging population, it is important to see how jobs might be redesigned to enable people to continue to work successfully. To examine the interplay between age and work characteristics is appropriate because people generally spend a significant part of their life span working and, therefore, have ample opportunity to display these adaptive processes throughout their working lives, but the role of age in job design has largely been ignored (Truxillo et al. 2012).

In this paper, we present the importance of human resource management in the age diversity of employees in the context of burnout in the workplace.

The main purpose of this research is to examine if there are statistically significant differences in burnout in the workplace between younger and older employees. We examined burnout in the workplace with physical, emotional, and behavioral symptoms of burnout.

This paper aims to answer the following research question: (1) RQ1: Are there statistically significant differences in the burnout symptoms in the workplace between older and younger employees?

2 Methodology

The quantitative method of data gathering was used in the empirical study to examine the burnout in the workplace between younger and older employees, where we included physical, emotional, and behavioral symptoms of burnout. When designing the measuring instrument for measuring the burnout of employees in the workplace, we based on the following theoretical principles and research of the following authors: Yunus and Mahajar (2009), Shirom (1989), Fairbrother and Warn (2003), Grebner et al. (2010), Malik et al. (2010), Michael et al. (2009), and Moore (2000). To determine the burnout of older and younger employees in the workplace, the employees indicated on a 5-point Likert scale labeled from 1 to 5 their agreement to the listed statements, whereby the meaning is 1, strongly disagree, and 5, completely agree. The employees were divided into two age groups, namely, the younger employees were classified in the group of under 50 years of age, and the older employees were classified in the group of above 50 years of age. In the literature, the definitions of older employees vary. In most cases, the lower age limits defining older employees are 45 years (Brooke 2003) or 50 years (Ilmarinen 2001). The term “older employees” includes employees between 40 and 50 years of age (Ghosheh et al. 2006). Because of the different theoretical principles, we decided that for our research, we took boundary 50 years. The sample consists of 400 employees: 174 younger employees and 226 older employees answered the questionnaires.

The Kolmogorov–Smirnov and Shapiro–Wilk tests were used to verify the normality of the data distribution. We found that the data are not normally distributed; therefore, we have verified the differences between younger and older employees with the nonparametric Mann–Whitney U test (which is a substitute for the parametric t-test of independent samples).

3 Results

The Kolmogorov–Smirnov and Shapiro–Wilk tests showed that the data is not normally distributed (p < 0.001) for any statement that describes the burnout of employees; therefore, the differences between two independent samples were examined with the nonparametric Mann–Whitney U test.

Table 1 presents the average ranks and sums of ranks for answers about the physical symptoms of burnout of younger and older employees on which the Mann–Whitney U test is based. They are shown to facilitate the understanding of the test results. To implement this test, the values of the numeric variable are converted into ranks. In Table 2, the arithmetic mean and the median of the age groups are shown. Further results are shown in Table 3.

Table 1 Average ranks and sums of ranks for answers about the physical symptoms of burnout of younger and older employees
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Table 2 The arithmetic means and the medians for answers about the physical symptoms of younger and older employees
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Table 3 Statistically significant differences in physical symptoms of burnout between younger and older employees
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The review of average ranks shows that in most cases, significant differences in the physical symptoms of burnout exist between the groups. Almost all statements reflect more physical symptoms of burnout in older employees than in younger ones.

The arithmetic means and the medians for answers about the physical symptoms of younger and older employees show that on average, physical symptoms are more common in older employees. Statements are sorted from the highest to smallest mean values. These statements are I have headaches, migraines (mean, 3.38; median, 4.00); I have lower back pain, shoulder pain (mean, 3.27; median, 4.00); I often have the flu or virosis (mean, 3.04; median, 3.00); I have increased heart rate (mean, 2.40; median, 2.00); I have stomachaches (mean, 2.25; median, 2.00); my blood pressure varies (mean, 2.11; median, 2.00); I have indigestion (mean, 2.03; median, 2.00); I have sweaty and cold hands (mean, 2.02; median, 2.00); I have vertigo (mean, 1.97; median, 2.00); and I’m sweating (mean, 1.97; median, 2.00).

On average, higher agreement of younger employees is achieved with the following statements describing physical symptoms: I am often tired, exhausted (mean, 3.60; median, 4.00) and my sleep cycle is messy (mean, 3.50; median, 4.00).

Table 3 represents the results of the Mann–Whitney U test for considering statistically significant differences in the physical symptoms of burnout among older and younger employees.

The results of the Mann–Whitney U test show that the differences are statistically significant (p < 0.001) in most (i.e., 66.7%) variables of physical symptoms of burnout. These statements are:

  • tsi3: I have vertigo.

  • tsi4: I’m sweating.

  • tsi5: I have sweaty and cold hands.

  • tsi6: My blood pressure varies.

  • tsi7: I often have the flu or virosis.

  • tsi9: I have stomachaches.

  • tsi10: I have increased heart rate.

  • tsi12: I have indigestion.

Based on this result, we can answer the research question that there are statistically significant differences in the physical symptoms of burnout between older and younger employees.

Further, Table 4 presents the average ranks and sums of ranks for answers about the emotional symptoms of burnout of younger and older employees on which the Mann–Whitney U test is based. In Table 5, the arithmetic mean and the median of the age groups are shown. Results are shown in Table 6.

Table 4 Average ranks and sums of ranks for answers about the emotional symptoms of burnout of younger and older employees
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Table 5 The arithmetic means and the medians for answers about the emotional symptoms of burnout of younger and older employees
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Table 6 Statistically significant differences in the emotional symptoms of burnout between younger and older employees
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The review of average ranks shows that in most cases, significant differences in the emotional symptoms of burnout exist between the groups.

The arithmetic means and the medians for answers about the emotional burnout of younger and older employees show that on average both of them are not emotional burnout. On average, younger employees are more tense (mean, 3.76; median, 4.00) than older employees.

Table 6 represents a statistically significant difference in the emotional symptoms of burnout among older and younger employees.

By using the Mann–Whitney U test, we verified whether the observed differences are statistically significant. The differences are statistically significant (p < 0.001) in most (i.e., 72.7%) statements. These statements are:

  • csi2: I am tense.

  • csi3: I feel panic.

  • csi4: I am afraid of losing the job or not finishing the work on schedule.

  • csi5: I am sad.

  • csi6: I have a feeling of helplessness.

  • csi7: To me, everything seems meaningless.

  • csi8: I am emotionally exhausted.

  • csi9: I am exceedingly sensitive.

Based on this result, we can answer the research question that there are statistically significant differences in the emotional symptoms of burnout between older and younger employees.

In the following, we present the results of behavioral symptoms of burnout. Table 7 presents the average ranks and sums of ranks for answers about the behavioral symptoms of burnout of younger and older employees on which the Mann–Whitney U test is based. In Table 8, the arithmetic mean and the median of the age groups are shown. Further results are shown in Table 9.

Table 7 Average ranks and sums of ranks for answers about the behavioral symptoms of burnout of younger and older employees
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Table 8 The arithmetic means and the medians for answers about the behavioral symptoms of burnout of younger and older employees
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Table 9 Statistically significant differences in the behavioral symptoms of burnout between younger and older employees
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The review of average ranks shows that in all cases, significant differences in the behavioral symptoms of burnout exist between the groups. Almost all statements reflect more behavioral symptoms of burnout in older employees than in younger ones. Behavioral symptoms of burnout among younger employees are primarily reflected in the following statement: I have insomnia.

The arithmetic means and the medians for answers about the behavioral burnout of younger and older employees show that older workers are more susceptible to behavioral symptoms of burnout than younger employees. On average, higher values of agreement of older employees are achieved with the following statements describing behavioral symptoms of burnout: I lack the will to socialize with co-workers (mean, 3.03; median, 3.00); I lack the will to work (mean, 3.01; median, 3.00); I avoid activities (mean, 2.82; median, 3.00); my working ability has declined (mean, 2.65; median, 3.00); and I have nightmares (mean, 2.58; median, 2.00). On average, older employees are neither agree nor disagree with these statements.

On average, younger employees have the next lowest symptoms of burnout: I have difficulties with concentration and memory (mean, 1.44; median, 1.00); I wish for solitude (mean, 1.54; median, 1.00), and my working ability has declined (mean, 1.69; median, 1.50), while the mean value indicates a higher burnout symptom of which is: I have insomnia (mean, 3.10; median, 3.00).

Table 9 represents a statistically significant difference in the behavioral symptoms of burnout among older and younger employees.

By using the Mann–Whitney U test, we verified whether the observed differences are statistically significant. The differences are statistically significant for all statements. Based on this result, we can answer the research question that there are statistically significant differences in the behavioral symptoms of burnout between older and younger employees.

4 Discussion and Conclusion

On average, older employees are more susceptible to physical symptoms of burnout than younger employees. This is reflected in headaches and migraines and flu or virosis. Although the results show that older employees on average disagree with the statements describing emotional burnout, the average values of their agreement are higher in the case of feeling panic, being sad, having a feeling of helplessness and meaninglessness, and being exceedingly sensitive. Physical symptoms and emotional symptoms of burnout may be related to discriminatory and stereotyped treatment of older employees in the workplace. Older employees often have difficulties in the case of education, training, remuneration, and promotion within the workplace since they are treated differently than younger employees. Usually, employers only see obligation in older employees rather than using them as a valuable resource since they have a lot of knowledge and experience. Age discrimination, prejudices, and stereotypes about age by the employers have a significant negative impact on the working environment, well-being, and state of health of the older employees. Younger employees often suffer from an imbalance between work and private life; therefore, they often experience stress or fail to complete their work on schedule. Younger employees are faced with tension within a workplace, or when carrying out work tasks, they do not have so much professional experience and expertise as older workers which cause additional strain resulting in emotional symptoms of burnout.

On average, older and younger employees are not exposed to behavioral symptoms of burnout. But, on average, older employees are more neither agree nor disagree with the following: I lack the will to socialize with co-workers, I lack the will to work, I avoid activities, my working ability has declined, and I have nightmares. Both of older and younger employees on average neither agree nor disagree with: I have insomnia.

The results of the Mann–Whitney test helped answer the research question: there are statistically significant differences in the burnout symptoms in the workplace between younger and older employees in Slovenian companies. Managing diversity requires a strategic approach to managing people at work and is an important part of human resource management, which includes a wide range of activities that improve the functioning of individuals and organizations (Beaver and Hutchings 2005).

To examine the interplay between age and work characteristics is appropriate because people generally spend a significant part of their life span working and, therefore, have ample opportunity to display these adaptive processes throughout their working lives, but the role of age in job design has largely been ignored (Truxillo et al. 2012).

The established link between job stressors and well-being of employees (Patterson et al. 1997) and work satisfaction (Fairbrother and Warn 2003) places a clear moral obligation on employers to provide a healthy environment (Patterson et al. 1997).

Burnout in the workplace leads to lower productivity, motivation, work satisfaction, and engagement of employees and has the impact on employee health. Organizations that do not manage the stress and burnout of their employees will not be successful in their operations. It is important that the leader detects the presence of stress and its sources in the workplace and tends to the well-being of their employees (Leka et al. 2003). Jamal and Baba (2000) also argue that organizational factors tend to play an important role in employees’ stress, burnout, and well-being; it is recommended that organizations should actively try to detect such factors and take corrective actions for the better health and well-being of the employee.

Robertson and Cooper (2010) argue that the high level of well-being of employees plays a central role in achieving significant results within the organization. Wright and Cropanzano (2000) in their study prove positive relationship between employee well-being and work performance. Also, their studies show that employees with higher levels of welfare in the organization are more successful at work than those with lower levels of well-being.

Human resource management policies affect the functioning of employees in the organization, while organizations are still insufficiently aware of demographic changes and challenges of an aging workforce for their future development and operation. Ilmarinen (2001) argues that aging of workforce at certain level of organization requires consideration factors of age of employees in their daily management. The author also stresses that workload must be reduced with age.

An important role in reducing burden and stress of employees at workplace has leaders by providing adequate complexity of work (Yavas et al. 2013). Despite changes and new directions, organizations devote very little focus to safeguard welfare and satisfaction of employees in the workplace. Some companies would not change their activities, even if this would adversely affect the well-being of employees (Rumbles and Rees 2013). Cartwright and Cooper (2008) make clear that employees with higher levels of well-being in the workplace are healthier, both mentally and physically, which also affects employment commitment of employees.