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Abstract
This article explores the phenomenon of personal burnout as a multidimensional psychological condition that develops under the influence of prolonged occupational stress and sustained emotional pressure. Burnout is conceptualized as a gradual process characterized by emotional exhaustion, cognitive decline, and behavioral disengagement, which significantly affects an individual’s professional performance and overall well-being. The study analyzes a wide range of psychological causes contributing to burnout, including chronic workplace stress, high job demands, lack of autonomy, insufficient social support, role ambiguity, and the discrepancy between personal values and organizational expectations. Particular attention is devoted to the internal psychological mechanisms underlying burnout, such as maladaptive coping strategies, perfectionism, reduced stress tolerance, and cognitive distortions that intensify negative perceptions of work-related experiences. The article also examines how emotional exhaustion leads to depersonalization, manifested in a detached or cynical attitude toward colleagues and clients, as well as a diminished sense of personal accomplishment. Furthermore, the consequences of burnout are discussed at both the individual and organizational levels. On a personal level, burnout may result in decreased motivation, reduced productivity, mental health problems (including anxiety and depression), and deterioration of interpersonal relationships. On an organizational level, it contributes to increased staff turnover, lower job satisfaction, decreased efficiency, and a negative work climate. The article emphasizes the importance of early identification and prevention of burnout through psychological interventions, organizational support systems, and the development of adaptive coping strategies. It highlights the need for a holistic approach that integrates individual resilience-building with structural improvements in the workplace environment to ensure sustainable professional functioning.
References
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DOI: https://doi.org/10.1002/job.4030020205
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