The JDBA Framework

The Evolution of Job Burnout

Today, job burnout is a term commonly used to describe a feeling of being overwhelmed, overworked, or simply fed up with one's job. But beyond this colloquial use, job burnout is a scientific concept that has been researched since the late 1970s. The term first appeared in Graham Greene's novel A Burn-out Case, which depicts an architect who finds neither meaning in his profession nor pleasure in life. Burnout was later introduced into psychology by Herbert Freudenberger, who linked it to exhaustion, fatigue, frustration, and demotivation due to professional activity failing to produce the desired outcome.

Over time, the concept of narrative identity has grown more nuanced, reflecting the diverse and dynamic nature of individuals’ lives and how they are influenced by culture, ongoing relationships, and conversations. Researchers now view narrative identity not just as a single, overarching story but as numerous and varied narrated experiences (big or small stories) that embody significant moments. These stories serve as a means for people to understand themselves better by linking events across time to craft a cohesive sense of identity. This perspective allows for a richer exploration of personal identity, highlighting its complexity and the role of narratives in shaping how people see themselves and their place in the world – and how they define themselves to others.

But as we now know, you don’t have to work in the human services sector to feel physically or emotionally depleted and detached from your job, perhaps to the point of complete job burnout.

The Overwhelming Weight of Burnout

Alongside the understanding that job burnout is not limited to certain professions, the key traits of burnout were modernized and broadened accordingly. Today, job burnout is recognized as a psychological syndrome that goes beyond simple job dissatisfaction and often develops as a response to prolonged work-related stress.

The primary symptoms of job burnout include:

While the list of symptoms of job burnout is short, the list of consequences of sustained burnout is quite long. Job burnout can lead to concentration and memory problems, difficulty making decisions, reduced problem-solving abilities, anxiety, depression, dissatisfaction with life, low self-esteem, irritability, and insomnia. It's also linked to numerous physical health issues, such as musculoskeletal pain, gastric issues, cardiovascular problems, headaches, increased susceptibility to infections, elevated blood cortisol levels, and is even identified as an independent risk factor for developing type 2 diabetes. For more severe cases of burnout, these problems can persist even a couple of years after treatment.

Job Burnout in a Modern World

For a long time, the Maslach Burnout Inventory in its general form (MBI-GS) was viewed as the gold standard for job burnout assessment tools. However, this tool was mainly crafted for burnout research – assessing an individual’s current levels of job burnout was of secondary importance. The MBI also implicitly assumes that an individual is employed in a conventional setting, making it less applicable to those in less traditional roles.

Other burnout assessment tools are designed to follow one path of burnout progression. For example, they assume that exhaustion and fatigue must precede emotional withdrawal, or are structured around the opposite. Such a limited view does not account for the numerous different pathways that may lead to job dissatisfaction, unhappiness, and ultimately burnout.

The JDBA Framework addresses the inadequacies of tools that have come before it.

The JDBA Framework defines job burnout as a syndrome that manifests as work fatigue coupled with emotional withdrawal, while noting that a sense of professional inadequacy may compound the complexity of the situation. Only having work fatigue or emotional withdrawal alone cannot be classified as burnout, though it might indicate the beginnings of it.

We know burnout looks different for different people

The new JDBA Framework recognizes the numerous pathways along which job dissatisfaction and burnout can occur, from stress-induced fatigue leading to emotional withdrawal to the other way around. Or feelings of professional inadequacy leading to more stress and strain at work, which leads to fatigue and exhaustion, which then leads to withdrawal and detachment from work. Our framework views all of the different pathways as legitimate – and none are excluded.

We don’t assume you’re traditionally employed

Our job burnout and dissatisfaction assessment tools go beyond the traditional approach to work and acknowledge the gig economy, creator economy, remote work, and more by taking into account that some people might be freelancers, entrepreneurs, consultants, or business owners. That means you get more nuanced results, with suggestions and advice that are actually applicable to your specific professional journey.

We don’t have unrealistic baselines

Our Framework acknowledges that all jobs involve stress and strain as people try to achieve goals, and that motivation and engagement at work can change over time. Therefore, we don’t compare someone's current state to an unrealistic ideal of no stress with constant high motivation when checking for burnout. We also recognize that, although work has generally gotten more stressful, this shouldn't be accepted as the new standard for 'normal' when evaluating job burnout, so our tools account for this.

Our tools are comprehensive, providing you with your unique situation regarding work fatigue, emotional withdrawal, and professional inadequacy. They also assess your current job burnout level and provide tailored solutions you can begin applying immediately in order to improve your current situation while contemplating your future professional path.

Job Burnout Risk Sources

Since the start of scientific inquiry, job burnout research has uncovered many different antecedents and risk factors that influence burnout development. Factors considered usually fall into two categories

1. 1.Organizational factors, such as the emotional requirements of the job, lack of autonomy and irregular working hours, and
2. 2.Individual factors, such as susceptibility to stress and coping strategies.

There is widespread consensus that although individual factors hold some influence, organizational factors are much more impactful when it comes to job burnout development.

The burnout risk coming from specific risk sources isn’t static – it can change over time depending on certain events and circumstances in a person’s life, as well as changes regarding the work they do and their overall work environment.

The JDBA Framework assesses burnout risks deriving from twelve different, highly impactful sources that our research shows are the most impactful and most common. The risks associated with these factors can shift over time due to personal events and changes both in the work they do and their broader work environment. The resulting risk profile can help individuals understand the root causes of their current burnout and act as an alert to potential problem areas they should monitor or change in order to prevent burnout in the future.

The twelve burnout risk sources according to the JDBA Framework are:

1. Overload

Overload refers to the amount and intensity of work one must manage.

It is one of the most common risk factors for burnout and is reflected in various conditions, such as the total number of tasks, the physical or emotional intensity of duties, work pace, deadline pressures, and overall time spent on work. Any combination of these factors can lead to stress and fatigue, compromising a person's ability to perform tasks beyond their job and hindering their capacity for rest and recuperation.

Read more about the Overload risk source.

2. Pressure

Pressure represents the nature and characteristics of the job that can lead to stress.

It accounts for various aspects that might pose a risk, including high-stakes decision-making, challenging interpersonal situations, constant connectivity, ethical dilemmas, and atypical schedules. This factor greatly depends on individual interests, goals, and preferences. Someone can love certain aspects of their work but still be at risk of burnout if their job makes them feel strained, agitated, frustrated, or tired.

Read more about the Pressure risk source.

3. Depletion

Depletion refers to the emotional, physical, and cognitive resources required to perform work.

It is often linked to the intensity and duration of work, as well as the emotional demands of the job. Depletion can manifest as a sense of exhaustion, emotional fatigue, and cognitive weariness, leading to a lack of motivation, reduced productivity, and a diminished sense of accomplishment. When these feelings persist, they can contribute to burnout.

Read more about the Depletion risk source.

4. Imbalance

Imbalance refers to the discrepancy between the demands of work and personal life.

It is characterized by the inability to maintain a healthy separation between work and personal life, leading to a lack of time for rest, relaxation, and personal activities. Imbalance can result in feelings of guilt, frustration, and resentment, as well as a sense of being overwhelmed or out of control. When left unaddressed, these feelings can contribute to burnout.

Read more about the Imbalance risk source.

5. Masking

Masking refers to the need to conceal one’s true self or emotions at work.

It can result from a variety of factors, such as the need to conform to organizational norms, the pressure to maintain a professional image, or the fear of being judged or discriminated against. Masking can lead to feelings of inauthenticity, disconnection, and emotional exhaustion, as well as a sense of isolation or alienation from others.

Read more about the Masking risk source.

6. Isolation

Isolation refers to the lack of social support and meaningful connections at work.

It can result from various factors, such as remote work arrangements, limited opportunities for collaboration, or strained relationships with colleagues or supervisors. Isolation can lead to feelings of loneliness, disconnection, and alienation, as well as a lack of motivation, engagement, and satisfaction in one’s work.

Read more about the Isolation risk source.

7. Constraint

Constraint refers to the limitations or restrictions that hinder one’s ability to perform work.

It can result from various factors, such as lack of resources, unclear expectations, rigid policies, or conflicting priorities. Constraint can lead to feelings of frustration, helplessness, and inefficacy, as well as a sense of being overwhelmed or unable to meet one’s goals or obligations.

Read more about the Constraint risk source.

8. Unfairness

Unfairness refers to the perceived injustice or inequity in the workplace.

It can result from various factors, such as favoritism, discrimination, lack of transparency, or unequal treatment. Unfairness can lead to feelings of anger, resentment, and disillusionment, as well as a sense of betrayal, mistrust, or disengagement from the organization.

Read more about the Unfairness risk source.

9. Neglect

Neglect refers to the lack of recognition, appreciation, or support at work.

It can result from various factors, such as lack of feedback, limited opportunities for growth, or inadequate resources. Neglect can lead to feelings of frustration, demotivation, and disengagement, as well as a sense of being undervalued, overlooked, or unimportant in the organization.

Read more about the Neglect risk source.

10. Guardedness

Guardedness refers to the need to protect oneself from harm or threat at work.

It can result from various factors, such as toxic work environments, interpersonal conflicts, or fear of retaliation. Guardedness can lead to feelings of anxiety, hypervigilance, and stress, as well as a sense of insecurity, vulnerability, or fear in the workplace.

Read more about the Guardedness risk source.

11. Stagnation

Stagnation refers to the lack of growth, development, or advancement at work.

It can result from various factors, such as lack of opportunities, limited challenges, or absence of learning and development. Stagnation can lead to feelings of boredom, apathy, and disengagement, as well as a sense of being stuck, unfulfilled, or undervalued in one’s career.

Read more about the Stagnation risk source.

12. Self-Doubt

Self-doubt refers to the lack of confidence, belief, or trust in oneself at work.

It can result from various factors, such as imposter syndrome, perfectionism, or fear of failure. Self-doubt can lead to feelings of insecurity, inadequacy, and anxiety, as well as a sense of being unworthy, incapable, or undeserving of success or recognition.

Read more about the Self-Doubt risk source.