This complexity has led some to seek a simpler outcome by modifying the scoring procedure. The fact that the MBI produces three scores has led to some challenges. Some of these applications are even unethical. When used incorrectly, it can result in more confusion about what burnout is rather than greater understanding. When used correctly, these applications of the MBI can greatly benefit employees and organizations. More recently, the MBI has been applied for other purposes, such as individual diagnosis or organizational metrics. For example, do some types of workplace conditions make it difficult to do the job well (lower professional efficacy) or create work overload (higher exhaustion)? Does the occurrence of burnout begin with exhaustion, which then leads to cynicism and the decline in professional efficacy, or are there other paths to burnout? Modifications and Misuses of the MBI In research studies, the goal has been to study what things are associated with each of the three dimensions. There is a continuum of frequency scores, from more positive to more negative, rather than an arbitrary dividing point between “present” and “absent.” A profile of burnout is indicated by more negative scores on all three dimensions. In all versions, the MBI yields three scores for each respondent: exhaustion, cynicism, and professional efficacy. The MBI-General Survey (MBI-GS) was developed for use with people in any type of occupation, and was tested in several countries, in several languages. The MBI developed an approach based on the frequency with which people experienced those feelings, with responses ranging from “never” to “every day.”Īfter rigorous testing, the MBI-Human Services Survey (MBI-HSS) was published, followed by other versions, including the MBI-Educators Survey (MBI-ES) and the MBI for medical personnel (MBI-MP). A number of consistent themes appeared in the form of statements about personal feelings or attitudes (for example, “I feel emotionally drained from my work”), so a series of these statements became the items in the MBI measure. Its format emerged from prior exploratory work on burnout in the 1970s, which used interviews with workers in various health and human service professions, on-site observations of the workplace, and case studies. The MBI assesses each of these three dimensions of burnout separately. Increased mental distance from one’s job, or feelings of negativism or cynicism related to one’s job.Feelings of energy depletion or exhaustion.The MBI aligns with the World Health Organization’s 2019 definition of burnout as a legitimate occupational experience that organizations need to address, characterized by three dimensions: First published in 1981 and now with its Manual in its fourth edition, the MBI is the first scientifically developed measure of burnout and is used widely in research studies around the world. In the past 60 years, the term “burnout” has become a popular way of describing this particular phenomenon that captures what many people are experiencing now.īy the late 1970s, questions were crystallizing: What is the burnout experience? Why is it a problem? What causes it? Answering these questions would require research tools that did not yet exist, which led to the creation of the Maslach Burnout Inventory (MBI). The phenomenon of burnout is not new - people who have been worn out and turned off by the work they do have appeared in both fictional and nonfictional writing for centuries. What Is the MBI?Īs the pandemic has spilled from 2020 into 2021, so many people in so many places are talking about burnout. This article will give an overview about what the MBI is, cover some concerning ways that it is being misused, and show how employers should use it for the benefit of employees, organizations, and the world’s understanding of burnout. We felt it was the right time to assess the use of the Maslach Burnout Inventory (MBI) in organizations. This has led more organizations to become more aware of burnout, and more concerned about what to do about it. It is now clear that the Covid-19 pandemic has aggravated burnout and related forms of workplace distress, across many industries.
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