A Manager’s Role in the Return-to-Work process of a Burnt-out Employee
(2022) MGTN59 20221Department of Business Administration
- Abstract
- This study aims to contribute knowledge to the needs of managers in support of the return-to-work process of a burnt-out employee. This study explores managers’ perspectives on the organisational factors that they experience, how these factors affect them in the return to work process for a burnt out employee, and how these factors affect their feeling of being supported by their organisations and being capable to successfully fulfil their role in the return-to-work process.
Adopting a deductive approach, the organisational factors were explored from the perspective of supervisors using a mixed-method research design. The study’s data was generated through a structured questionnaire that consisted of both closed and open-ended questions.... (More) - This study aims to contribute knowledge to the needs of managers in support of the return-to-work process of a burnt-out employee. This study explores managers’ perspectives on the organisational factors that they experience, how these factors affect them in the return to work process for a burnt out employee, and how these factors affect their feeling of being supported by their organisations and being capable to successfully fulfil their role in the return-to-work process.
Adopting a deductive approach, the organisational factors were explored from the perspective of supervisors using a mixed-method research design. The study’s data was generated through a structured questionnaire that consisted of both closed and open-ended questions. Its design was supported by a pilot questionnaire that helped to improve data quality and subsequent statistical
analyses.
The results showed that all the organisational factors were dependent and correlated positively with one another, indicating that if one were to be rated highly by supervisors, then the others were too. These positive correlations were also observed in the effect the organisational factors had on the process, where a higher rating corresponded to a more positive effect on the supervisor during the return-to-work process. Lastly, positive correlations were found between the organisational factor ratings and the perceived capability and organisational support.
Additionally, based on the novelty of the research topic in certain regions, a specific selection of countries was made so respondents’ burnout awareness was increased. This specific selection makes it more difficult to generalise the findings over all countries.
Future research could serve as attempts to explore the managerial experience in the return-to-work process of a burnt-out employee further and narrow the research gaps by focusing on other stakeholders in the return-to-work process, verifying causal relationships between the organisational factors, or exploring organisational culture as an underlying source of influence for the organisational factors. (Less)
Please use this url to cite or link to this publication:
http://lup.lub.lu.se/student-papers/record/9094099
- author
- Göransson, Anton De Wen LU and van der Palen, Saskia LU
- supervisor
- organization
- course
- MGTN59 20221
- year
- 2022
- type
- H1 - Master's Degree (One Year)
- subject
- language
- English
- id
- 9094099
- date added to LUP
- 2022-06-29 16:51:25
- date last changed
- 2022-06-29 16:51:25
@misc{9094099,
abstract = {{This study aims to contribute knowledge to the needs of managers in support of the return-to-work process of a burnt-out employee. This study explores managers’ perspectives on the organisational factors that they experience, how these factors affect them in the return to work process for a burnt out employee, and how these factors affect their feeling of being supported by their organisations and being capable to successfully fulfil their role in the return-to-work process.
Adopting a deductive approach, the organisational factors were explored from the perspective of supervisors using a mixed-method research design. The study’s data was generated through a structured questionnaire that consisted of both closed and open-ended questions. Its design was supported by a pilot questionnaire that helped to improve data quality and subsequent statistical
analyses.
The results showed that all the organisational factors were dependent and correlated positively with one another, indicating that if one were to be rated highly by supervisors, then the others were too. These positive correlations were also observed in the effect the organisational factors had on the process, where a higher rating corresponded to a more positive effect on the supervisor during the return-to-work process. Lastly, positive correlations were found between the organisational factor ratings and the perceived capability and organisational support.
Additionally, based on the novelty of the research topic in certain regions, a specific selection of countries was made so respondents’ burnout awareness was increased. This specific selection makes it more difficult to generalise the findings over all countries.
Future research could serve as attempts to explore the managerial experience in the return-to-work process of a burnt-out employee further and narrow the research gaps by focusing on other stakeholders in the return-to-work process, verifying causal relationships between the organisational factors, or exploring organisational culture as an underlying source of influence for the organisational factors.}},
author = {{Göransson, Anton De Wen and van der Palen, Saskia}},
language = {{eng}},
note = {{Student Paper}},
title = {{A Manager’s Role in the Return-to-Work process of a Burnt-out Employee}},
year = {{2022}},
}