Due to its pervasiveness and far-reaching effects within the healthcare industry, the topic of "Occupational Burnout in the US Healthcare System" requires in-depth investigation (Izdebski et al., 2023). The COVID-19 epidemic has exacerbated the already demanding and high-stress nature of hospital employment, emphasizing how urgent it is to combat burnout among healthcare professionals (Murthy, 2022). The purpose of this systematic review is to provide a thorough understanding of the numerous aspects of burnout, its effects on employee performance and health, and the efficacy of therapies and policies designed to lessen it.
This review states the difficulties faced by healthcare professionals while also providing valuable insights for healthcare organizations and policymakers to develop focused strategies for reducing burnout and improving the general standard of healthcare delivery in the United States. It is identified that a thorough global poll between February and April 2022 to get a better understanding of the widening gap between company initiatives and the rising difficulties in employees' mental health and wellbeing (McKinsey Health Institute, 2022). 15,000 employees and 1,000 HR decision-makers from 15 different countries participated in this poll (McKinsey Health Institute, 2022). The survey looked at several workplace factors, such as unhealthy workplace dynamics, environmentally friendly work practices, inclusivity and a sense of belonging, support for both professional and personal growth, the absence of stigma, organizational commitment, leadership accountability, and the accessibility of necessary resources (Zhenjing et al., 2022).
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It can offer a thorough and fact-based narrative on the level of burnout among healthcare workers, stating the complex nature of this ubiquitous problem (Reith, 2018). The review can provide a comprehensive understanding of the variables causing burnout, its prevalence across healthcare professions, and the consequences for both healthcare professionals and the standard of patient care by synthesising a plethora of literature. Additionally, it can be an invaluable resource for healthcare organizations and policymakers by providing evidence-based suggestions for dealing with burnout (Dall’Ora et al., 2020).
Scope
Hospital employees are particularly susceptible to burnout because of the hard and frequently stressful nature of their jobs (Knudson, 2023). Hospitals are a major part of the US healthcare system, thus it's important to understand the causes, effects, and possible therapies for burnout in these settings. The review provides a comprehensive overview of this urgent issue by incorporating numerous important features, such as defining and evaluating burnout as well as examining its causes, influence on wellbeing and performance, and even its consequences for patient care (Søvold et al., 2021).
Additionally, it will explore the efficacy of interventions and strategies, giving healthcare organizations and policymakers concrete knowledge to better address and prevent burnout among hospital personnel in the US (Bailinson et al., 2020).
Aim
This research aims to comprehensively investigate the causes and consequences of occupational burnout among hospital professionals in the United States.
Objectives
To determine how common occupational burnout is in the United States hospital professions
To evaluate how burnout among hospital professionals affects patient care's safety and quality, including the frequency of medical errors and the results for individual patients.
To provide evidence-based suggestions for best practices while assessing the efficacy of various interventions, programs, and policies targeted at preventing or alleviating burnout among healthcare professionals.
To examine long-term patterns in the incidence and kind of burnout, with a focus on how the COVID-19 epidemic has affected burnout among American healthcare workers.
Theoretical overview
Job Demand-Control Model: Healthcare organizations can put several initiatives into place to manage job strain brought on by high demands and little control (Gameiro, Chambel and Carvalho, 2020). They can give healthcare personnel more control over their working procedures, enabling them to set priorities and make decisions.
Healthcare organisations should concentrate on recognising and rewarding the work of their staff to address perceived effort-reward discrepancies (Ge et al., 2021). Providing competitive wage packages, understanding the emotional needs of the job, and giving real rewards for exceptional performance are a few examples of how to do this.
The Effort-Reward Imbalance (ERI) Model (ERI) model is proposed by Johannes Siegrist, and centers on the psychological agreement established between employees and their respective organizations (Ren et al., 2019). This statement underscores the need to maintain a harmonious equilibrium between the exertion of employees in their professional endeavors and the corresponding remuneration they obtain (UNESCO, 2022). Within the healthcare industry, the presence of elevated demands and stress associated with work can result in an inequitable effort-reward dynamic, compromising the performance and overall well-being of employees (De Hert, 2020).
Integration of areas of MBA
Leading and managing organizational resources
This topic focuses on strengthening organisational leadership abilities and efficient resource management. The leadership abilities learned here can be used in the context of entrepreneurship and international competition (Nguyen et al., 2021). To successfully navigate the challenges of global business and promote innovation, effective leadership is essential.
Strategy and the Global Competitive Environment
Understanding the competitive landscape and creating strategies to attain organisational goals are the two main components of the strategy. The global competitive landscape requires that leaders adapt their leadership strategies accordingly (Northwest Executive Education, 2021). They must make strategic choices that consider global trends, competitive dynamics, and foreign markets.
Corporate innovations and entrepreneurship
In this area, emphasis is placed on promoting an innovative culture and investigating business potential. One of the main forces behind competitiveness is innovation. The integration of innovation into leadership and strategic thinking is something that students can learn (Nguyen et al., 2021). Entrepreneurial abilities can also be used when entering new markets and expanding internationally.
International and comparative human resource management
This subject focuses on comprehending international HR practises and managing a varied workforce across boundaries. Leaders need to be skilled at leading multicultural teams and knowledgeable about the subtle differences between regional HR practices (Center for Creative Leadership, 2022). Strategic choices relating to international expansion and mergers/acquisitions can be informed by knowledge of global HRM.
Method of Analysis
Any thorough analysis must include the literature research and data synthesis process, especially when using secondary qualitative data sources from an MBA program. Gaining knowledge of the linked areas of the program, such as Leading and Managing Organisational Resources, Strategy and the Global Competitive Environment, Corporate Innovations and Entrepreneurship, and International and Comparative Human Resource Management, is crucial at these stages (Center for Creative Leadership, 2022). The secondary qualitative study will be employed, and journals and articles will be taken from Google Scholar, PubMed, and other authentic sites. Furthermore, journals and articles will be selected from 2018 to 2023 which help to get appropriate data.
Related to Leading and Managing Organizational Resources, Strategy and the Global Competitive Environment, Corporate Innovations and Entrepreneurship, or International and Comparative Human Resource Management within the context of MBA programs
Unrelated or tangentially related topics
Empirical studies
Conceptual or theoretical papers
Global studies or studies with relevance to the United States (Demeter, 2022)
Region-specific studies that are not applicable to MBA programs
English
Non-English languages
Full-text sources
Sources with limited or no access
In this research process, Peer-reviewed journal articles have been include within last 10 years framework. Different types of qualitative data have been used in this aspects related to the leading and managing organizational resources and human resources management process for MBA programs as well as the US and global prospectus (Sleeman, 2022). However, quantitative or mixed methods of research are not used In this study. An empirical research paper is used rather than a conceptual and theoretical paper (Sivalingam, 2019).
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