Analysis of the Variables
Involved in Emotional Exhaustion Among Men in Commercial Companies
Análisis
de las variables que intervienen en el agotamiento emocional de hombres en
empresas comerciales
Patrick Ángelo Chuya Mora[*]
Marcelo Javier Bastidas Jiménez*
ABSTRACT
Emotional
exhaustion is a condition that has gained prominence due to rising workplace
expectations and the lack of effective measures to prevent it. This study
investigates the influence of emotional exhaustion on men working in commercial
companies. The primary objective of the research is to identify the factors
that lead to emotional exhaustion, as well as its connection to work
circumstances and the impact it has on organizational performance. Furthermore,
the study aims to examine the policies and procedures that have been
implemented to address this issue, as well as their impact on employee
well-being. The research was conducted using a mixed-methods approach,
incorporating both quantitative and qualitative instruments. Surveys were
administered to employees to assess the level of emotional exhaustion, and
interviews were conducted with managers and psychologists to understand the
company’s perspectives and practices. A total of 384 surveys and 8 interviews
were conducted with Ecuadorian companies to form the sample. The results show
that a considerable proportion of workers exhibit moderate or high levels of
symptoms that could progress to burnout syndrome if not addressed promptly,
although the majority do not report critical levels of emotional exhaustion .
Furthermore, it was observed that the effectiveness of emotional support
policies is reduced due to their informal or limited nature. The conclusions
underscore the importance of formalizing mental well-being programs and
incorporating preventive techniques and ongoing support to improve employees’
mental health, as well as productivity and organizational cohesion.
Keywords:
Emotional exhaustion, work-related burnout,
organizational well-being, productivity, men
RESUMEN
El cansancio emocional es una
afección que ha cobrado importancia debido al aumento de las expectativas
laborales y a la ausencia de medidas eficaces para evitar el agotamiento. El
presente estudio investiga la influencia del cansancio emocional en varones que
trabajan en empresas comerciales. El objetivo principal de la investigación es
conocer los factores que conducen al cansancio emocional, así como su conexión
con las circunstancias laborales y la influencia que tiene en el rendimiento de
las organizaciones. Además, se pretende investigar las políticas y
procedimientos que se han puesto en marcha para abordar esta cuestión, así como
el impacto que han tenido en el bienestar de los trabajadores. La investigación
se llevó a cabo mediante una técnica mixta, que incluía instrumentos
cuantitativos y cualitativos. Se administraron encuestas a los empleados para
determinar el grado de cansancio emocional, y se realizaron entrevistas a
directivos y psicólogos para conocer las perspectivas y prácticas de la empresa.
Se realizaron 384 encuestas y 8 entrevistas a empresas ecuatorianas para
constituir la muestra. Los resultados demuestran que una parte considerable de
los trabajadores presenta signos moderados o altos que podrían evolucionar
hacia el síndrome de burnout si no se actúa con prontitud, aunque la mayoría no
reporta niveles críticos de desgaste emocional. Además, se observó que la
eficacia de las políticas de apoyo emocional se ve reducida debido a su
carácter informal o restringido. Las conclusiones subrayan lo importante que es
formalizar programas de bienestar mental e incluir técnicas preventivas y de
apoyo continuo para la mejora de salud mental de los empleados y también la
productividad y la cohesión empresarial.
Palabras clave: Cansancio emocional, agotamiento
laboral, bienestar organizacional, productividad, hombres
INTRODUCTION
It is
important to understand that burnout syndrome and emotional exhaustion are not
the same, as the latter is one of the symptoms of the condition (among others,
such as negative attitudes, feelings of ineffectiveness, or lack of
motivation). This mental state reflects the exhaustion or excessive workload
that the worker endures, which prevents them from managing their activities
adequately. Burnout syndrome has been recognized as one of the most prominent
manifestations of this exhaustion, which negatively impacts workers’ emotional
and physical well-being (Pacheco,
2023)
. Although this condition can have significant adverse effects, it is also
possible to reduce or mitigate its effects by applying techniques such as
workload management, providing organizational support, and fostering emotional
well-being (Rodríguez
et al., 2022)
. Furthermore, new research has shed light on the role that emotional
intelligence plays as a protective factor against emotional exhaustion. This is
because it helps workers better manage stress and increases their resilience (Ordoñez,
2020)
. Throughout this article, we examine
the numerous actions and approaches that can be used to address this situation
on a day-to-day basis, with the aim of creating a healthier and more productive
work environment (Torner et
al., 2023)
.
There is
little evidence to suggest that this condition can be completely prevented.
However, there are still conditions present in everyday life that, even if a
person is psychologically prepared, can gradually accumulate and trigger the
onset of this condition (Salinas,
2023)
. This process typically manifests as physical and mental symptoms, such as
stress, which can lead to apparent health problems, including hair loss,
dizziness, muscle tension, headaches, body aches, and others. These conditions
can worsen if cell phones or computers are used excessively, as this is a
contributing factor to technostress and its effects on mental and physical
health (Concha et
al., 2020)
. Furthermore, there is a close
connection between mental health and employee productivity in the workplace, as
good mental health not only affects their daily lives but also impacts their
performance, the quality of the service they provide, their commitment to the
company, and their interactions with customers. As noted in “ , burnout
syndrome has been recognized as a significant factor that substantially impacts
workers’ mental and physical well-being, particularly under highly demanding
work conditions.
In this
context, the present study aims to analyze the impact of emotional exhaustion
on organizational performance in the retail sector, identifying the main
factors that contribute to emotional exhaustion among workers in this important
industry. This approach seeks to generate theoretical and practical insights
that will enable companies to design effective strategies to improve their
employees’ well-being and optimize organizational outcomes.
The article
is structured into several sections. The first part presents the theoretical
framework, which addresses key concepts and background information related to
emotional exhaustion. Next, the methodology used in the study is detailed,
followed by the most relevant findings and a discussion of their implications.
Finally, the article offers conclusions and strategic recommendations aimed at
preventing and managing emotional exhaustion in the retail sector. The
proposals put forward seek to contribute not only to the individual well-being
of workers but also to the creation of a healthier and more sustainable work
environment.
Factors
Contributing to Emotional Exhaustion
In the
business, financial, and education sectors—where there is constant pressure and
a lack of adequate stress management measures—emotional exhaustion is more
widespread than in other sectors, according to past research (Vasquez et
al., 2024)
. Furthermore, factors that have been identified as predictors of burnout
syndrome across various sectors include excessive workloads, a lack of
recognition, and ineffective leadership (Karina,
2020; Rodriguez et al., 2018) . The
adoption of organizational policies that promote work-life balance, along with
the development of coping skills, are vital in this environment to mitigate the
consequences of the situation and enhance workers’ well-being (Pacheco,
2023; Torner et al., 2023) .
Burnout
syndrome is characterized by a state of emotional and physical exhaustion that
develops as a result of excessive and prolonged demands at work. This
phenomenon has a substantial impact on both employee well-being and
organizational performance, especially in the commercial sector , which is
characterized by high performance expectations and continuous contact with
customers (Bull,
2021)
. There are a number of factors that have been identified as direct causes of
emotional exhaustion. Some of these factors include work overload, ineffective
leadership, and an inadequate organizational environment (Orjuela et
al., 2021; Velarde et al., 2023) .
The Impact
of Emotional Exhaustion on Productivity
Emotional
exhaustion not only affects workers’ psychological well-being but also has
repercussions on their performance, their level of engagement, and their
interpersonal relationships within the company (Bull,
2021)
. Previous research suggests that individual variables, such as gender and age,
have a significant impact on the likelihood of experiencing burnout. Younger
workers, for example, are at greater risk because they lack experience and the
ability to cope with stress. Women, for their part, face greater risks, as they
must balance the demands of work and family (Orjuela et
al., 2021; Lovo, 2020) .
Furthermore, the imbalance between work and personal life, coupled with a lack
of organizational support, intensifies this emotional exhaustion, negatively
affecting employees’ productivity and overall well-being (Orjuela et
al., 2021; Magaña et al., 2024).
Despite
advances in our understanding of emotional exhaustion, the notable difference
between the two genders is key to research on this topic. Burnout manifests
differently depending on gender; for men, it typically presents through
symptoms such as exhaustion and physical pain (Magaña et
al., 2024)
. These variations highlight the need to
adopt specialized solutions that take into account the specific characteristics
of each group in order to reduce the impact that emotional exhaustion has on
the workplace (González,
2023)
. Similarly, the effectiveness of specific—or rather, organizational—techniques
for preventing and reducing emotional exhaustion remains an under-researched
topic, which limits companies’ ability to address this issue comprehensively (Velarde et
al., 2023; Magaña et al., 2024) .
In the
retail sector, emotional exhaustion results from excessive pressure,
ineffective leadership, and deteriorating workplace relationships. This
phenomenon negatively impacts not only workers’ mental health but also
organizational productivity (Velarde et
al., 2023; Moctezuma, 2024) . This
phenomenon may manifest as physical symptoms such as irritability and chronic
exhaustion, and it can also lead to conflicts and employee turnover. In this
regard, the adoption of multidisciplinary approaches that combine
psychological, social, and organizational perspectives is essential for
developing successful treatments and building healthier, more resilient work
environments (Bravo et
al., 2023; Rodríguez et al., 2022; Camargo, 2020)
Furthermore,
the importance of multidisciplinary methods that integrate the fields of
health, psychology, and society is emphasized as a means of providing long-term
solutions to the problem of emotional exhaustion among individuals. This
involves investigating how certain cultural dynamics influence responses to
work-related stress, which paves the way for the development of individualized
and resilience-building programs in organizational settings (Rodríguez
et al., 2022; Camargo, 2020) .
Emotional
exhaustion in the workplace is a factor that affects both employees’
psychological well-being and their organizational performance, especially in
the retail sector. This problem is particularly common in this sector, where
the workload and the demands of constant interaction with customers can lead to
stress and exhaustion (Orjuela et
al., 2021)
. Its manifestation gives rise to symptoms such as extreme fatigue, impatience,
and demotivation (Bull,
2021)
. Factors contributing to this phenomenon include work overload, ineffective
leadership, and an imbalance between work and personal life—elements that have
been identified as key predictors of burnout syndrome in various studies (Karina,
2020; Rodriguez et al., 2018) .
Given that a
healthy work environment is essential for maintaining employees’ performance
and emotional stability, various studies have emphasized the importance of
adopting interdisciplinary approaches that integrate organizational,
psychological, and social aspects to address this issue (Orjuela et
al., 2021; Velarde et al., 2023) .
Strategies such as strengthening emotional intelligence, implementing
organizational support measures, and promoting rest areas can improve
employees’ resilience and well-being, which in turn has a positive impact on
service quality and business productivity (Pacheco,
2023; Torner, 2023)
MATERIALS AND METHODS
The research
method used in this study was the inductive method. A research question was
formulated, data were collected through surveys, and a detailed analysis was
conducted to identify specific patterns that would allow for general
conclusions to be drawn. Due to its focus, this article was both documentary
and field-based. Furthermore, it was classified as a non-experimental study, as
it examined consumption in real-world situations rather than in a controlled
laboratory setting. It was also a cross-sectional study because it was based on
data collected at a single point in time.
The research
was descriptive in nature, employing both quantitative and qualitative
approaches. For this study, surveys and interviews were chosen as methods to
explore the research problem in depth.
According to
official government documents, the economically active population is 8,090,249,
but only the male population—which stands at 4,726,575—will be considered
(Ministry of Labor, 2020). From this sample, the relevant study of their levels
of emotional exhaustion will be conducted using multiple-choice surveys.
Using the
appropriate formula for an infinite population, with a 95% confidence level and
a 5% margin of error, the required random sample size was calculated to be n =
385 individuals.
To conduct
interviews with company managers and/or executives of commercial enterprises,
non-random sampling is used, and a sample of 5 professionals is selected.
Where:
n: was the
sample size
Z: was the
z-value corresponding to the desired confidence level (in this case, 1.96 for a
95% confidence level)
p: was the
proportion of the population possessing the characteristic under study (since
no prior information was available, it was assumed that p = 0.5)
q: the
complement of p (q = 1 - p)
e: was the
desired margin of error expressed as a decimal (in this case, 0.05)
Substituting
the values, we obtained:
The research
approach for this study will be the inductive method. A research question will
be formulated, data will be collected through surveys, and a detailed analysis
will be conducted to identify specific patterns that will allow for general
conclusions to be drawn. Due to its approach, this article is both a literature
review and a field study. Furthermore, is classified as a non-experimental
study since it examines consumption in real-world situations rather than in a
controlled laboratory setting. It is also a cross-sectional study because it is
based on data collected at a single point in time.
On the other
hand, it adopts a hybrid approach, combining qualitative and quantitative
methods, in order to provide an in-depth understanding of the phenomenon of
emotional exhaustion among male employees in commercial organizations. The
qualitative method is based on interviews with business owners and
psychologists. These interviews provided insight into the perspectives,
experiences, and techniques associated with managing burnout at work.
Alternatively, the quantitative method involved administering standardized
surveys to employees. These surveys aimed to assess the degree of emotional
exhaustion experienced by workers and to identify the presence of symptoms
associated with burnout syndrome. This allowed us to situate the results within
a broader theoretical framework. In addition, a comprehensive literature review
was conducted of academic works and previous research on the topic (Edison,
2024)
.
This
combined approach not only provides accurate data but also facilitates the
development of realistic methods that can be used to address the problem at all
levels of the organization. Furthermore, the effect of sociodemographic factors
on the development of burnout has been highlighted. This highlights the need to
consider variables such as age and professional profile when conducting a study
on emotional exhaustion (Martel,
2019)
. The need to capture both the subjective depth and the objective patterns
associated with emotional exhaustion among male employees in commercial
companies justifies the use of a mixed-methods approach for this particular
research project. Work-life conflict is a complex phenomenon that requires a
comprehensive examination (Corts et
al., 2021)
. This research must combine qualitative techniques that explore individual
experiences with quantitative approaches in order to identify general patterns.
It is noted that to understand work preferences and their influence on
well-being, it is necessary to conduct multidimensional research that takes
into account both psychological and organizational dimensions (ANTAL et
al., 2024)
.
RESULTS
The
following section presents a general analysis of the interviews conducted with
business owners in the retail sector and psychologists, beginning with Table 1,
which shows the business owners’ responses.
Table 1. Interviews with Business Owners
|
Question |
Answer |
|
1.
What specific policies and practices has your
company implemented to prevent and manage emotional exhaustion among
employees? |
Companies are employing
measures such as active breaks, safe spaces, and open communication to
promote employee well-being. These efforts reflect the fact that companies
recognize the need to prevent emotional exhaustion and are implementing these
measures. Nevertheless, policies differ in terms of their level of formality
and scope. While some policies focus on fundamental procedures, others
include more advanced initiatives, such as personal development. Although
these tactics are beneficial, they largely lack formalization and innovation,
which limits their ability to have a lasting impact. There is significant
room for improvement in developing specialized, evidence-based programs
capable of managing emotional well-being in the workplace more effectively. |
|
2.
What
emotional and psychological support programs or resources are available to
employees? |
Based on
the interview findings, it has been determined that most companies do not
offer organized emotional and psychological support programs. Instead, they
provide reactive interventions or sporadic activities, such as discussions
and one-off meetings. There is a general consensus on the importance of
emotional well-being; however, most efforts are informal and ad hoc, which
limits their effectiveness. For companies to effectively manage their
employees’ emotional well-being in a holistic manner, they need to organize
preventive initiatives and create ongoing professional resources. |
|
3.
How much importance does your company place on the
emotional well-being of employees in relation to organizational performance? |
Based on the interviews, it
is clear that companies recognize the importance of emotional well-being as a
critical component in improving organizational performance. Some
organizations incorporate specific benefits, such as rewards on significant
occasions, recreational activities, and an emphasis on positive emotions, to
encourage individuals to be more productive. They also take into account the
workplace environment and employee comfort. Despite this, a significant
number of these efforts are informal or depend on colleagues in the region.
This suggests that it is necessary to formalize these methods and monitor their
impact to ensure long-term results in terms of employee well-being and
performance. |
|
4.
What role
do leaders and managers play in promoting and maintaining employees’
emotional well-being? |
It is
clear from the interviews that leaders and managers play an important role in
ensuring the emotional well-being of their employees. This is demonstrated by
the fact that they emphasize the importance of measures such as offering
employees support with their personal problems and prioritizing health over
immediate productivity. On the other hand, in some companies, this
responsibility is limited to certain departments, such as human resources,
and there is no predetermined promotion system in place at the organizational
level. It is vital to educate leaders and expand their commitment to include
emotional well-being as a central component of the company culture, even
though empathy and prompt attention are recognized. |
|
5.
How are supervisors and managers trained to
recognize and address emotional exhaustion in their teams? |
The interviews conducted
reveal that the training provided to supervisors and managers to address
emotional exhaustion varies from one company to another. This training may
include discussions with external experts, mentoring sessions with
specialists, and regular feedback. Some organizations promote ongoing,
targeted training, while in other cases, learning depends on individual or
occasional efforts. Although these techniques are beneficial, there is a lack
of standardization and growth in regular programs that ensure more consistent
and effective training for all leaders, thereby improving their ability to
manage their teams’ emotional well-being. |
|
6.
What
strategies does your company use to promote a work-life balance for
employees? |
It is
clear from the interviews that many companies, while recognizing the need to
maintain a healthy work-life balance, do not have formal plans in place.
Instead, they opt for reactive or ad hoc methods, such as addressing specific
problems as they arise. Some noteworthy efforts include open communication
between employees and management, flexible work schedules, and time off for
family events. These initiatives demonstrate a focus on employees’ individual
needs. However, to ensure a lasting impact, it is essential to formally
establish policies that are both proactive and organized, and that foster
this balance on an ongoing basis. |
|
7.
What feedback mechanisms are in place for employees
to express their concerns about emotional exhaustion and workplace
well-being? |
Most of the feedback
methods used to raise concerns about emotional exhaustion are informal and
rely on direct contact with supervisors, managers, or coworkers, according to
the interview findings. There is a general lack of formal and consistent
mechanisms, such as suggestion boxes or anonymous platforms, in most
companies. However, there are certain companies that offer structured spaces,
such as mentoring and development sessions. It is necessary to define and
regulate these procedures to ensure that access is safe and effective, even
though there is a willingness to listen to employees. |
|
8.
What
results or benefits has your company observed as a result of implementing
policies that support emotional well-being? |
As a
result of policies that promote emotional well-being, the interviews show
that companies have been able to achieve significant changes in the
workplace, which has led to an increase in their employees’ energy,
enthusiasm, and positive attitude. However, there are some employees who do
not benefit to the fullest extent, highlighting the need for more inclusive
measures. Furthermore, there is a commitment to continue creating programs
that foster sustainable personal and professional development, with the goal
of maximizing the benefits for both the company and its people. |
|
9. How do you
evaluate the effectiveness of the policies and programs implemented to
address emotional exhaustion in your company? |
The effectiveness of an
organization’s emotional well-being policies is primarily assessed by the
company through qualitative observations—sometimes via surveys—and by
business performance results. Although these practices allow for tailoring
strategies to employees’ needs, they lack defined metrics or formal
procedures, which makes objective evaluation difficult. To improve the
assessment of outcomes and make informed decisions, it would be beneficial to
implement clear indicators and regular assessment methods. |
|
10. Can you share a specific case or example in which a
specific intervention has had a positive impact on employees’ emotional
well-being and performance? |
Significant improvements in
well-being and work performance have been achieved as a result of specific
interventions carried out by organizations. These interventions include
support at key moments during the pandemic, conflict resolution among
employees, and emotional support. These individually tailored activities have
improved the work environment, fostered cooperation, and helped employees
overcome emotional and personal issues that affect their productivity. On the
other hand, most of these activities are not official and are not governed by
established rules or structures. The impact of these interventions could be
maximized by formalizing them and ensuring their continuation in the future.
This would guarantee that all employees receive ongoing and consistent
support. In this way, a better work environment would be established, which
would be beneficial both for employees’ well-being and for the company’s
long-term success. |
Table 2 below
presents the overall analysis of each question posed to the psychologists to
reveal their opinions.
Table 2. Interviews with Psychologists
|
Question |
Answer |
|
In your experience, what
are the main causes or contributing factors to emotional exhaustion among
male employees in commercial companies? |
The main causes of
emotional exhaustion among male employees working in commercial companies are
as follows: an excessive workload, a lack of recognition, and an undesirable
work environment. The absence of emotional support and the inability to
communicate effectively contribute to the ongoing stress caused by high
expectations and tight deadlines. Weak leadership and pressure to meet goals
also increase dissatisfaction and burnout. Both their mental well-being and
their job performance are severely affected when they do not receive fair
compensation, whether in the form of monetary compensation or recognition.
This reinforces the perception that their efforts are not appreciated. |
|
1. Have you noticed any differences in how emotional
exhaustion manifests itself among men and women in the commercial sector? If so,
could you describe those differences? |
In the
business world, men and women experience emotional exhaustion in different
ways. This is especially true in the commercial sector. As a result of social
norms, men tend to hide their feelings by isolating themselves or ignoring
the problem. This can lead to increased anger or violence, as well as a
reduced desire to seek emotional support. Women, on the other hand, tend to
express their stress more openly, seeking support and communication, even
though they may experience higher levels of anxiety and depression.
Furthermore, the emotional burden of balancing work and personal obligations
can exacerbate their exhaustion, while men often struggle to acknowledge and
manage their distress. This is a challenge they face more frequently than
women. |
|
2.
From your perspective, what organizational policies
or practices are most effective in preventing or mitigating emotional
exhaustion among employees? |
Organizations must develop policies that
promote well-being and a sense of belonging to prevent employees from
experiencing emotional exhaustion or to reduce the severity of the condition.
To increase knowledge about stress management, it is essential to provide
psychoeducation, establish clear guidelines regarding schedules and
relaxation areas, and foster discussions about mental health. In addition, it
is of the utmost importance to build a connection between employees and the
company through outings and recreational events. Furthermore, implementing
techniques such as flexible work arrangements, recognizing employees’
efforts, balanced task management, and leadership that demonstrates empathy
contribute to fostering a positive work environment. Last but not least,
employees can voice their concerns and get the help they need by
participating in psychological support programs and keeping lines of
communication open. |
|
3.
Are you
familiar with, or have you implemented, any specific policies or programs
aimed at men working in commercial companies to address emotional burnout? If
so, what did they entail, and what results were achieved? |
Although there are no programs specifically designed for men that have
been adopted in commercial companies, there are extensive efforts focused on
mental health and stress prevention. To better understand the signs and
symptoms of emotional burnout and improve psychoeducation within companies,
discussions and workshops have been held. Additionally, to promote well-being
in the workplace, several companies have devised initiatives such as health
fairs and recreational activities. Others have implemented specific programs,
such as therapy sessions, men’s mentoring, flexible work arrangements, mental
health days, and training in emotional intelligence and mindfulness, and have
observed benefits in job satisfaction, stress reduction, and increased
productivity as a result of these initiatives. |
|
4. Do you think
companies in the commercial sector are generally prepared to address the
emotional exhaustion of their male employees? Why
or why not? |
In general, companies operating in the
commercial sector are not yet fully prepared to address the emotional
exhaustion experienced by their male employees. Although some organizations
have begun to adopt strategies in recent years, a barrier remains in the form
of a lack of strict laws and programs specifically designed for men. Seeking
help is discouraged in conventional workplace culture, which emphasizes
competitiveness and resilience in the face of stress. Furthermore, a
significant number of companies use a reactive rather than a preventive
strategy, meaning they wait until the problem is obvious before taking
action. Finally, leaders who have not received sufficient training in
emotional intelligence struggle to recognize and effectively manage the well-being
of their workforce. |
|
5.
What
cultural or organizational barriers hinder the adoption of effective
practices to combat emotional exhaustion in this context? |
In
general, companies operating in the commercial sector are not yet fully
prepared to address the emotional exhaustion experienced by their male
employees. Although some organizations have begun to adopt strategies in
recent years, a barrier remains in the form of a lack of strict laws and
programs specifically designed for men. Seeking help is discouraged in
conventional workplace culture, which emphasizes competitiveness and
resilience in the face of stress. Furthermore, a significant number of companies
employ a reactive strategy rather than a preventiv , meaning they wait until
the problem is obvious before taking action. Finally, leaders who have not
received sufficient training in emotional intelligence struggle to
effectively recognize and manage the well-being of their workforce. |
|
6.
In your opinion, what are the key components that an
organizational intervention model should include to prevent and manage
emotional exhaustion among men in the sales sector? |
A combination of a healthy corporate culture,
psychological support, work flexibility, training, and recognition should be
included in an organizational intervention model to prevent and manage
emotional exhaustion among men working in the commercial sector. It is very
important to de-stigmatize workplace stress, combat the stigma associated
with mental health, and provide leaders with training in emotional
intelligence. In addition, access to counseling, support groups, and hotlines
is necessary. Stress reduction can be achieved through the use of flexible
schedules, mental time-off, and telework options. Furthermore, implementing
training programs that teach stress management and empathetic leadership
would be beneficial for improving well-being. In conclusion, the model’s
effectiveness would be ensured by the implementation of recognition measures,
wellness-based incentives, and ongoing evaluations of the work environment,
respectively. |
Before
conducting an individual analysis of the questions focusing on the respondents’
burnout syndrome, we will present the data and introductory questions regarding
the target population. Therefore, the data on the respondents and their
respective analysis are presented below: Most respondents (45.81%) are between
the ages of 25 and 34, so these surveys focus primarily on adults, while those
over 55 account for only 3.20% of the respondents; therefore, these responses
will be based primarily on a young-adult audience.
Most
respondents are single, accounting for 63.47%, followed by married individuals
at 26.05%. Those in civil unions and divorced individuals have a smaller share,
at 5.24% and 4.49% respectively, while widows and widowers account for only
0.75%. This indicates that the responses are based primarily on the perceptions
of single and married individuals. Sixty-six point zero two percent of
respondents identify as Catholic, making them the predominant group in the
survey. They are followed by those with no religious affiliation at 13.92% and
Evangelicals at 13.77%, representing similar shares. 4.79% indicated they
belong to another religion, while the least represented group is atheists, at
only 1.50%. These results reflect that the survey is based primarily on
responses from people with religious beliefs, mostly Catholics. The data shows
that 58.23% of respondents do not have children, constituting the majority of
the respondents. 17.96% have one child, while 13.47% have two. 6.89% of
respondents reported having three children, and only 3.44% indicated having
more than three. These data show that most responses come from people without
children, followed by those with one or two children.
Most
respondents, at 56.89%, sleep between 5 and 6 hours a day, followed by 35.63%
who sleep between 7 and 9 hours. 6.44% of respondents sleep less than 4 hours,
while only 1.05% sleep more than 9 hours. These data show that most responses
come from people with moderate sleep duration, with those sleeping between 5
and 6 hours being the most common. 37.85% of respondents rated their mental
health as good in the four weeks since the survey began, followed by 34.38% who
considered it neither good nor bad. Eighteen point three percent indicated that
their mental health was very good, while 5.84% rated it as poor and 3.63% as
very poor. These data show that most responses reflect positive or neutral
perceptions of mental health, with a smaller proportion of respondents
reporting negative experiences. 38.49% of respondents rated their physical
health over the past four weeks as neither good nor bad, while 32.65%
considered it good. Thirteen point twenty-five percent of respondents rated it
as very good, while 11.67% perceived it as poor and 3.94% as very poor. These
data indicate that most responses fall within an intermediate range, with a
tendency toward neutral or positive perceptions of physical health.
The findings
reveal that 39.22% of respondents spend between 30 and 69 minutes (30 minutes
to 1 hour and 9 minutes) on physical activity, making this the largest group.
Some 27.10% reported not engaging in any physical activity, while 15.12% spend
between 70 and 149 minutes (1 hour and 10 minutes to 2 hours and 29 minutes) on
physical activity. 10.63% reported engaging in physical activity for between
150 and 300 minutes (2 hours and 30 minutes to 5 hours), and 7.93% exceeded 300
minutes (more than 5 hours). It appears that there are people who, despite not
engaging in physical activity, mostly rated their physical condition as neither
good nor bad (according to the previous question); thus, it can be indirectly
inferred that the respondents were completely honest in their responses and
acknowledge that they need such physical activity.
39.91% of
respondents have a household income of approximately $501 to $1,000, making
this the largest group. 25.08% report an income of $500 or less, while 15.62%
have an income between $1,001 and $1,500. 8.04% reported an income between
$1,501 and $2,000, while the higher-income groups—those earning $2,001 to
$3,000 and over $3,000—each account for 5.68% of respondents. These data
indicate that the majority of respondents come from low- to middle-income
households.
The results
show that emotional exhaustion is more pronounced among younger workers,
especially those under 25 and in the 25–34 age group, where more than 40%
exhibit high levels of burnout. This trend has been supported by previous
studies indicating that young employees are more prone to burnout due to their
limited experience in managing work-related stress and heavy workloads (Bull,
2021)
. On the other hand, employees aged 35 to 54 exhibit lower levels of
exhaustion, suggesting a progressive development of coping strategies. However,
in the group aged 55 and older, emotional exhaustion increases again, which is
consistent with previous studies (Pacheco et
al., 2024)
, which found that the accumulation of years of work can lead to greater
physical and mental wear and tear. The results reveal a direct relationship
between perceived mental health and the level of emotional exhaustion.
Respondents with “very poor” mental health exhibited a 73.91% rate of high
emotional exhaustion, while those with “poor” mental health reached 64.86%.
These findings are consistent with previous studies that identified a close
link between emotional exhaustion and perceived psychological well-being among
bank employees (Cruz et
al., 2020)
. Similarly, in terms of physical health, the data show that those with “very
poor” health exhibit a 68% rate of high emotional exhaustion, while those
reporting “very good” health show only an 11.90% rate of exhaustion. This
supports research indicating that physical exhaustion significantly affects
employees’ ability to manage work-related stress. , 2021)
An analysis
of the relationship between hours of sleep and emotional exhaustion
demonstrates that rest is a key factor in reducing burnout. Respondents who
sleep less than 4 hours exhibit significantly higher levels of exhaustion
compared to those who sleep between 7 and 9 hours. This finding is consistent
with research emphasizing the importance of adequate rest in preventing
emotional and physical deterioration in high-demand work environments (See2021) ).
Furthermore, the data indicate that physical activity also serves as a
protective factor against emotional exhaustion. Workers who engage in 150 to
300 minutes of exercise per week have the lowest levels of exhaustion (26.76%),
which is consistent with the suggestion that physical activity contributes to
stress regulation and overall well-being
(Guaderrama, 2021) .
CONCLUSIONS
The study
shows an inverse relationship between perceptions of the work environment and
levels of emotional exhaustion. Workers who rated their work environment as
“very poor” exhibited a 75% rate of high emotional exhaustion, while those who
rated it as “excellent” showed only a 16.54% rate of exhaustion. These findings
align with those of other authors who argue that a positive work environment
reduces stress levels and improves workers’ emotional stability (Bull,
2021)
.
The results
reveal that divorced employees have the highest levels of emotional exhaustion
(50%), followed by single employees (37.97%). In contrast, married individuals
and those in stable relationships report lower levels of exhaustion, suggesting
that emotional support from a partner can help mitigate work-related stress.
This aligns with certain studies that highlight the role of social support in
reducing burnout
(Medrano-Osorio et al., 2022) .
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*
Master's Degree, Salesian Polytechnic University pchuyam@est.ups.edu.ec
ORCID: https://orcid.org/0009-0002-9498-6749
* Master's Degree, Salesian Polytechnic University mbastidas@ups.edu.ec
ORCID: https://orcid.org/0000-0001-6448-1286