Employee Burnout in the Workplace: Psychological Perspectives on Organizational Well-Being


Authors

(1) * Holifah Holifah   (Universitas Nurul Jadid, Indonesia)  
        Indonesia
(2)  Fatimatul Husna   (Universitas Nurul Jadid, Indonesia)  
        Indonesia
(3)  Juwita Juwita   (Universitas Nurul Jadid, Indonesia)  
        Indonesia
(4)  Ummi Hani   (Universitas Nurul Jadid, Indonesia)  
        Indonesia
(*) Corresponding Author

Abstract


Employee burnout has become an important concern because contemporary workplaces increasingly require sustained productivity, continuous adaptation, and constant psychological engagement. This study aimed to examine how organizational conditions shape employee burnout and workplace well-being. The study employed a qualitative case study design involving 12 informants consisting of operational staff, supervisors, and administrative managers selected through purposive sampling. Data were collected through semi-structured interviews, non participant observation, and documentation, and analyzed using data condensation, reduction, display, and verification. The findings identified three interrelated dimensions. Performance recognition strengthened motivation, emotional energy, and commitment, while inconsistent recognition contributed to emotional fatigue and psychological withdrawal. Workload pressure appeared through multitasking demands, continuous work rhythm, limited recovery time, and visible fatigue. Organizational support emerged through supervisory accessibility, cooperative interaction, and institutional acknowledgment. The novelty of this study lies in positioning burnout as an organizationally embedded psychological process. The findings suggest that organizations should strengthen recognition consistency, workload management, and supportive workplace interaction.



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