Citation

Armstrong KL. Child Abuse Negl. 1979; 3(1): 145-149.

Copyright

(Copyright © 1979, Elsevier Publishing)

DOI

unavailable

PMID

unavailable

Abstract

In conclusion this study affirms the hypothesis that burnout occurs when a constellation of factors--relating to worker, organizational and management--interact to create an alienating work environment. It suggests that solutions to the problem of worker burnout and performance require a systematic assessment of each of these areas to determine how and in what ways they contribute to burnout in any one particular agency. Further study and investigation that focuses on the interaction among worker, organizational and management characteristics is needed to affirm what common practices in social agencies lead to burnout and interfere with performance. Thereby, developing a relevant theory of management for social agencies that deals effectively with a high degree of uncertainty In the work task, that meets the needs and expectations of a professional manpower, and that can respond to changing and often hostile environmental conditions.