WELCOME TO 'HELP'

ABOUT HELP

It has been a long time since I have taken the time to write here, Sorry. 

From as early as 2001 having finished my training as a Counsellor, with no money, a job, a beautiful new wife and hopes for the future, I set up a voluntary support service for those suffering as a result of Stress, Anxiety, Trauma, Panic Attacks, Bullying and False Allegation in the workplace and life in general.  20 plus year laters I am still here. Happily married, a father, fatter, balder and I would say wiser but lets say more understanding of the world, which sounds better better than miserable cynic.😉  

In 2002, when blogging was a new and exciting way of sharing knowledge I set up this site, and it was free. The hope then as always, was to try and help those in need.  I still don't have all the answers but will do my best to support people to find their own answers and way through their difficult times.

 "The impact of stress can be felt at all levels and within every walk of life. The negative influences of stress are damaging not only to ourselves, our families, loved ones and business but also to the fabric of society and will continue to do so until this issue is taken more seriously by all who can affect change"

                                                                        M. Reddy Irish Independent 2002 

 Stress is essentially reflected by the rate of all the wear and tear caused by life. although we cannot avoid stress as long as we live,we can learn a great deal about how to keep its’ damaging side-effects, distress, to a minimum.”
Hans Selye, M.D.


Mark Reddy M.Sc.  Psychotherapist, Psychologist, Mediation and Conflict Resolution,  Consultancy and proud Mental Health Advocate. 

email:mark.reddy1@gmail.com 
www.gardasupport.ie

Post traumatic stress disorder

Post traumatic stress disorder or PTSD is a serious mental health disorder which arises in a minority of people exposed to psychological trauma.

People with PTSD have distressing re-experiencing of the original trauma through flashbacks or night-mares. They tend to avoid stimuli associated with the trauma and they tend find it difficult to fall asleep, are more angry and are hyper-vigilant. These features of re-experiencing the trauma, hyper-arousal and avoidance are readily measurable. They lead to significant disruption in a person’s daily life and effect every aspect of it including social, occupational and family life.

The concept of post traumatic stress disorder achieved prominence in the 1980’s following in the wake of the experiences of trauma reported by the American survivors of the Vietnam war.

The range of experience capable of promoting post traumatic stress disorder is too wide and varied and indeed distressing to list. It is agreed however that these experiences should involve at least a risk of serious injury or death or loss of physical integrity and that the response to this event should involve intense fear, horror or helplessness.

It is important to emphasise that most people, most of the time, respond even to these dreadful events with resilience and a capacity to recover. But, unfortunately in some cases, a clinical syndrome emerges of PTSD in which there is persistent re-experiencing of the traumatic event, persistent avoidance and emotional numbing around the event. These symptoms emerge in a characteristic delayed fashion and are not just features of acute stress. PTSD emerges after a typical delay of at least 30 days.

While no particular trauma is associated with the emergence of PTSD certain characteristics are well described. The development of PTSD even in the most robust of individuals is more likely with traumas that occur early in life, traumas which are particularly horrific, including penetrative abuse, and traumas which are repeated or persistent. Some individuals experience traumas which fulfil all these three criteria, being early, horrific and persistent.

The prevalence of PTSD in populations is hard to measure. There is a wide variation in reported studies. For example, some studies suggest that up to 2% of women with traumatic childbirth will develop PTSD. Between 6 and 10% of people exposed to active combat fulfil criteria for PTSD. Whereas some studies suggest that up to 40% of people currently living in Gaza fulfil criteria for PTSD. The result is that the data on the number of people who experience this condition varies widely according to circumstance and indeed according to the nature of the trauma.

Where the condition becomes chronic and persistent, it is particularly challenging and may be disabling in the long term.  PTSD can be more disabling on individuals with co-existent psychological or mental health issues such as depression,  addiction or substance misuse.

At a neurological level, post traumatic stress disorder or PTSD is associated with abnormalities in areas of the brain which process threatening information. These areas include areas in the frontal lobe as well as key areas in the temporal lobe associated with the management of memory. Psychologists will be aware of the importance of areas such as the amygdala and the hippocampus. Modern brain scanning has confirmed the importance of changes of these areas probably as a result of persistent high levels of stress hormones arising from the trauma.

Effective treatment does exist. Psychological treatment includes cognitive behavioural therapy, particularly where this has an emphasis on exposure to feared stimuli. There is also a therapy named EMDR (eye movement, desensitisation and reprocessing therapy). This is a relatively recent therapy in which elements of CBT and exposure therapy are combined with manipulation of eye movements. It requires trained therapists but there is some interesting research validating its efficacy.

The most important element of therapy is that it needs to be early and substantial. Risk factors for a poor response to therapy include a high level of arousal associated with a high level of avoidance. Where this is also combined with persistent substance misuse or alcohol dependency, the outcome can be poor.

Individuals who suffer from PTSD have experienced a real and substantial degree of psychological difficulty arising out of their misfortune. They had the misfortune to be exposed to a horrific, often violent and life threatening experience which alters, for a substantial period of time, their management of stress and their ability to adapt to life. It is a great pity that we are in a world that you have to experience stigma if you have a mental health issue.

Written by the wonderful:

Professor Jim Lucey, Medical Director, St. Patrick's University Hospital

Stress Reactions in Policing (An Garda Siochana)

Published Garda Review in 2007.

The members of the Grada Representative Association (GRA) and its CEC work tirelessly on behalf of all rank and file members of An Garda Siochana to bring about positive and lasting change in relation to Health, Safety and Welfare within the force. http://www.gra.cc/

INTRO
We need a certain amount of stress to function; but what actually is it?
Stress is experienced regularly. We require a certain amount of it to get through tasks, keep us focused and motivated. The problems occur when our body and mind is subjected to high levels of stress for extended periods of time. This is further heightened if we perceive certain situations to be life threatening, harmful to our health or to our sense of self.

These incidences may lead to distress, a natural defence mechanism designed for our bodies to respond to such perceived times of danger; known as ‘flight or fight’. At such times our body creates high levels of stress hormones such as epinephrine (adrenaline), norepinephrine (noradrenaline) dopamine and cortisol, which has harmful effects; that contribute to increases in blood pressure and blood sugar levels and may cause infertility in women. It suppresses the immune system as well as damaging long term memory.

DEVASTATING

The overall hormonal reaction can wear down both body and subsequently emotions; people under distress can often become emotional, irritable, anxious, have difficulty making decisions and even suffer from symptoms of depression and insomnia. If that weren’t enough, sufferers can also expect biological stress-related illnesses and conditions such as weight loss, lethargy, stomach complaints, high blood pressure and even heart attacks. These issues have devastating effects.

It’s obvious why the World Health Organisation’s experts in health and welfare consider policing to be one of the most stress-inducing professions.
Garda work is challenging; traumatic events such as death from violence, accident or suicide, as well as witnessing, securing and reporting such incidences the job then expects that the member informs family members of the tragedy.

Within policing many different aspects provide extremely stress-inducing incidences and strains that can deeply affect both the life of the Garda and their families. Members involved in routine duties potentially face harrowing, challenging and dangerous situations throughout a shift. Other specialist units dealing with such areas as child abuse and child-related areas are not only challenged by the inherent dangers associated with front line duties but also the challenges they face to their own attitudes, cultural beliefs and personal values.

Criminality and social disorder is a side of society most don’t see.Members can be immersed into aspects of society deemed as depraved and violent yet are then expected to finish a shift and enter back into ‘normal’ society; back to family and friends with little opportunity to address the challenges faced on each shift.

FALSE ALLEGATIONS

The operational aspects of policing can be difficult, but when a policeman or policewoman is investigated for their role in carrying out their jobs they can find themselves to be completely isolated and alone to face endless possibilities that may affect them and their families for the rest of their lives.
I have worked with individuals on the wrong end of false allegations arising directly from stress-filled working environments and the level of damage to all aspects of one’s life is immense and devastating. The area of disciplinary procedures is an area that requires high levels of support, communication, understanding and pro-active research to address the needs of individuals under investigation.

Within an organisation the issues of stress are far reaching and are experienced at every level from the new recruit trying to fit in, to the most senior of management positions charged with the operational duties and the responsibilities to each member.

The culture of police work is insular and strong; issues of stress are still, sadly and naively, considered by some to be issues of weakness that are best not discussed or addressed. The truth is simple: the negative affects of stress are very real and will be a major factor in low morale, health and productivity if they are not addressed effectively.

The most serious problems faced by the Force may have stress-related roots. Serious aspects of stress are often a symptom of poor employment relations and have serious implications for the individual and the organization. Those that may suffer from the negative affects of stress at senior levels may find it hard if not impossible to change with the times, as change can be very difficult for most to accept and requires individuals to leave their safe comfort zones.

OLD RULES

A symptom of such for those in a leadership role maybe to compensate by enforcing ill conceived and old rules to the letter of the law in order to keep an internal sense of achievement, while shying away from making adaptations that will add to the process of change, it's easier at times to not challenge and fight for change in an environment that may be negative towards you for doing so. Such issues can result in a breakdown in communication, a dividing of opinion, frustration, anger and a lack of open transparent communication resulting in many more problems.

Within such environments the right of the individuals to have their own opinions can be lost and censored. The right of people to change their minds can be seen as a weakness and the right to ask for help can be seen as an inability to do ones job. Fear to challenging such issues can also be great as there is a very real openly reported sense within AGS that to challenge such concerns will lead to you being “gotten” in the future, either by impacting on your promotion options or added and undue pressure to conform or leave the service.

This too adds to the overall stress levels, frustration and low moral of the workforce. So for some it’s easier not to make decisions, not to raise your head above that parapet. This way of doing things however understandable not only diminishes an individual’s rights but burdens those prepared to challenge the system for the right reasons to be isolated and ridiculed.

The negative effects of stress affect all levels of the organisation and will continue to do so if not addressed. If addressed properly however with acceptance and openness the benefits will be great.

Another area not discussed in regard to stress both for the individual and the organisation is the damage it has on one’s sense of self or one’s ‘self concept’. This is one’s understanding of who you are or an organization’s understanding of what it is. We form our self concept through introspection (looking inward at oneself) and through feedback back from others (the Force has had considerable negative feedback through the press).
An example of this conflict might be when individuals choose to drink or smoke to excess in order to attempt to cope with such things as stress. They know that this is both unhealthy and does not help, yet tend to justify it in order to try and elevate the sense of inner conflict. This spirals into a cycle of further unhappiness.

POSE A REAL THREAT

The World Health Organisation states that up to half of workers in industrialized countries experience psychological stress. Environmental stressors such as hazardous conditions are one cause, but occupational stress also results from work organization -workload, lack of autonomy and control over work, shift work, wage scales and routine, repetitive work. Stress associated with work has been shown to contribute to cardiovascular disease, musculoskeletal problems and other conditions.”

The International Labour Committee reviewed a study of potential sources of stress among Scottish police officers which indicated that the stressors stemming from organizational aspects, such as perceived staff shortages, inadequate resources, time pressures and lack of communication were more significant than those relating to police work. It found that “officers under stress could pose a real threat to their own safety and that of others”.
Coping mechanisms to avoid thinking or dealing with such conditions include over working, using alcohol, self medicating or ‘just getting on with it’. This in part I believe extends from the culture of police work which covertly dictates that signs of genuine stress and difficulty are considered to be signs of weakness, yet for someone to acknowledge their sense of stress and difficulty is a sign of great strength and personal awareness.

The role of a Garda requires emotional health and well being. People with good emotional health are in control of their thoughts, feelings, and behaviours. They feel good about themselves and have good relationships. They can keep problems in perspective and act with clarity and insight. Good mental health is a key piece of equipment, the one ‘dependent variable’ that you rely on daily. Stability of thought allows you to make quick, appropriate decisions and deal with difficulties as they arise. Without this stability the frustrations and stressors of the job may make the decision process difficult and may result in doing things based on stress and frustration arising from the day to day duties associated with the job.

STRONG MIND

The management of stress and providing counselling is a key issue for emergency services workers. Many can be seriously psychologically affected by incidents of trauma specifically related to death, injury, contracting diseases and life-threatening situations. For those who have survived and got through such incidents there can be often times of avoidance and difficulty accepting that they may have been affected, followed by periods of stress or even acute and post-traumatic stress disorders. A study carried out on emergency service workers in New South Wales reported that about “30% of respondents had experienced stress severe enough to seek help, but 39% of these did not seek help for various reasons. Only 9% reported that the information on the availability of such help was given to them during initial training.

There are many things that cannot be done to make the job of policing easier but there are the basics that can be in place; more professionally-trained support officers by way of a better supported EAP Service, proper and up to date equipment, more pro-active training in the areas of stress management and communications and proper working conditions. For An Garda Siochana there is an essential requirement and need for an Internal Garda Specific Unit of Trained non member Psychologists/Therapists providing individual Confidential Therapeutic Support designed to care for Police Officers and their families in complete confidence, to attend where possibly scenes of trauma and crisis to support members and to advise on policy in order to support the future requirements of all members in need.

Employers have a duty of care to their staff to assess the risk of stress related ill health and to control that risk, this requires the identification of risk at source which has been raised in research carried out by myself, health and safety research carried out by Dr Garavan of Limerick University and other work such as research carried out Prof. Cary Cooper in which he confirms that “stress at work does exist” and that one in five people are stressed at work.

It is important to note that a Garda Specif Confidential Therapeutic Support Service for which I support will not counteract the full extent of problems faced, but it will go a long way to establishing change and supporting those that need it. However, the focus should never be removed from the responsibilities of the organisation to deal with their duty of care and the fundamental issues of the emotional health and welfare of their employees. Although, if in place it should be madatory for members who experience trauma during their working shift to have to attend therapy as a matter of course, in this regard the stigma of seeing a therapist is removed completly.

The areas of unhappiness, workplace stress and the need of people to seek support should not be seen as an individual problem but as an area that needs to be addressed as an organisational issue. These are not disciplinary issues or issues to be ignored, it takes a strong mind to know when to ask for support and it takes a committed and caring organisation to embrace change and offer the most effective support possible knowing that it will continue to enhance the overall and exceptional service offered.

By Mark Reddy

Editor: Neil Ward Garda Review

http://www.worklifebalance.ie/

This is a link to an article on Debriefing and PTSD that should be reviewed by all involved in the Emergency Services LINK

Please see the related articles in regard to Stress and Policing and Stress and the Emergency Services by either clicking here or looking under November. Contact me or leave your comments in regard to any issues raised.

HELP

Garda Support Proposal

By Mark Reddy

Garda Review 2008

Background 

Policing is considered to be one of the most stressful and at times challenging careers to be undertaken. It is estimated by the World Health Organisation that within any work environment approximately 12% of the workforce can be affected negatively by the adverse effects of stress, of this 12% it is expected that 4% will require intervention of a therapeutic nature. Further studies of minor psychiatric disorders in working populations indicate a prevalence of between 270 and 370 per 1,000 employees. Most of these disorders are believed to arise as a result of excessive stress either in personal life or at work.  These conditions are an important determinant of sickness and absence, and are the second most common cause of absences lasting more than 21 days. Work effectiveness and staff turnover are also affected and the economic cost to industry is enormous.

It is safe to say that within Policing these figures can be estimated comfortably as being higher at times. It is impossible to ascertain how many members of An Garda Siochana actually go sick from the job due to the adverse affects of stress and trauma. This in part is as a result of the culture within Policing in general. that sees such issues as either weak, the simple fact is stress and trauma are not discussed, it has recently been indicated that within the training environment of Templemore Members are encouraged to support one and other and to consider the effects of stress, however, sadly it would seem that on the ground and within stations that sense of openness and acceptance is lost.

Policing as a profession goes beyond the typical nine to five working day and involves the most extreme forms of human contact; violence, murder, suicide, road carnage, conflict and serious personal injury. The culture within Policing is considered insular in nature and in my experience this directly impacts and adversely affects the way members seek support and deal with issues of a traumatic nature. The impact of trauma and stress on members of An Garda Siochana is pervasive and damaging to the individual members themselves and their families; impacting on morale and the service quality. There is no doubt that a healthy work environment is one in which staff have made health and health promotion a priority and part of their working lives. Having an effective Confidential Occupational Support service ensures this provision is supplied on the ground to all that need it.

Independent research carried out by myself clearly demonstrates that members feel isolated from the public, in fear, and are neither understood nor supported by the authorities. Of those questioned, 71% said they could not discuss stress with their colleagues, no respondent would seek support from their senior officers, 76% said they were not supported in their jobs. 

Encouragingly, 68% said that they would use a confidential support service if it were provided. 


Current Thinking 

Distress and trauma are being dealt with through a culture of non-acceptance and avoidance which can lead to worsening depression, abuse of alcohol and drugs and dependence in the most tragic of cases. Privately members will themselves discuss this openly; it was at one time discussed in online forums were members could conceal their identities however even this appears to have reached the stage were this form of confidential discussion is becoming more covert through the use of confidential private messaging.

Over the years I have heard and supported members strictly voluntarily who are left a drift in a sea of upset and trauma stemming from having no confidence in the support that is on offer within the service and their utter sense of upset, frustration and resentment at how such issues are apparently looked upon with the organisation as a whole. It would be common for members in need to consider that the politics of the organisation, their difficulty in accepting change and fear of being considered liable in someway are the contributing factors to the lack of open discussion and debate in regard to changing policy and developing an appropriate confidential support service for all members and their families..  
  
The one constant defining factor in every member’s arsenal is their mental health and without this members are prone to make mistakes, become unwell and not carry out their duties to the best of their abilities. Members go from scenes of stress and trauma on a routine basis in each shift and are expected to remain un-phased, professional and alert at all times. I can confidently say that without proper supports many members’ health and ability to carry out their duties effectively will never be achieved fully, resulting in a less professional and proactive service for the public for whom they serve.   

Solution 

All possible avenues of support have been examined, researched and discussed in regard to the unique needs of those within this organisation. There is an immediate requirement for a Confidential Therapeutic Support Service for all Gardaí and their families. Studies have shown that confidentiality above all else is the corner stone to success in any such services. Considering this and the current research in regard to the need for therapeutic support and in order to encourage usage of such a service I propose that any such service is a standalone confidential, with effective powers to influence policy change and advise in regards to issues of a welfare nature within the force. 

A service that provides therapeutic support in strictest confidence manned by qualified and experienced therapists of the highest calibre. A service that can when possible attend scenes of trauma to offer members on the ground immediate and proactive support. It should be noted that it is widely accepted and supported by published research that any monies spent on effective staff support provisions results in a return and increase of such funds through worker productivity and a lack of absences through sicknesses. 

I also propose that all members who experience trauma are required to attend such therapeutic support. By removing choice after experiencing trauma it elevates the stigma that most consider to be present if they seek support without it being a routine part of Garda Policy, this begins the process of change in culture and understanding of such processes.   

Trauma and distress have a very narrow window of time in which appropriate supports should be accessed. This is widely accepted in police forces throughout the democratic world. The most effective policing service needs officers to feel supported at the time when they need it most. The solution is cost-effective; strengthening productivity and worker morale leading to a more proactive and efficient service.

This service would be distinctly separate to the current employee assistance scheme in regard to its remit to help officers and there families with issues of a mental health nature and to maintain absolute confidentiality and confidence of the clients.  

About the Author 

I am a qualified psychologist and psychotherapist with fifteen years experience in the caring profession. In 2002 I established a voluntary support service for those suffering Stress, Trauma, Depression, PTSD, Bullying and False Allegations in the workplace. Through this service I worked with members and their families in need as a result of the trauma experienced in the job and its impact on family members.


I have carried out independent research into the area of having a more proactive confidential support service for AGS, the difficulties faced by Gay and Lesbian members of the force, and wrote my thesis into the area of Therapeutic Support for the Gardai for my Primary Degree in Psychotherapy.

Emotional Exhaustion and Job Performance

This is an Article sent to me by a student of Psychology. It is a long but fantastic piece that should be read, I have added the link at the end for those wishing to read the full article.

Emotional Exhaustion and Job Performance : The Mediating Role of Motivation

Written By: Jonathon R. B. Halbesleben Department of Health Management and Informatics, University of Missouri—Columbia Wm. Matthew Bowler Spears School of Business, Oklahoma State University
Acknowledgement: Portions of this article were presented at the annual meeting of the Academy of Management, Seattle, Washington, August 2003.

We acknowledge the thoughtful comments of Mark Bolino, Stevan Hobfoll, and Jenn Becker.

Burnout is a psychological response to work-related stress that consists of emotional exhaustion, depersonalization, and reduced perceptions of personal accomplishment (Maslach, 1982; Maslach, Schaufeli, & Leiter, 2001). Unfortunately, burnout has become organizational reality for many employees. Maslach and Leiter (1997) argued that burnout had reached epidemic proportions in North America. What started as a “buzzword” in the popular press in the late 1970s has grown into an important research endeavor; burnout is now the subject of thousands of research articles and dozens of books (Halbesleben & Buckley, 2004b). Nonetheless, despite suggestions that burnout has significant impact on people, their performance, the performance of organizations, and society on the whole (Maslach et al., 2001; Minnehan & Paine, 1982; Paine, 1982; Schaufeli, 2003), more research is needed to understand the relationship between burnout and its consequences.

The purpose of this article is to investigate the relationship between the emotional exhaustion component of burnout and job performance. Although some research exists that has explored this relationship, researchers have not adequately positioned the effects on performance within a theory of burnout and have not addressed how theories of performance influence the burnout-performance relationship. Specifically, researchers have not adequately addressed the influence of motivation. Mitchell (1997) defined motivation as “those psychological processes involved with the arousal, direction, intensity, and persistence of voluntary actions that are goal directed” (p. 60), suggesting that key to motivation is determining the goals that individuals work toward (Barrick, Stewart, & Piotrowski, 2002).

Motivation is commonly considered a direct antecedent to performance but can also be linked to theories of burnout in terms of resources invested in work. In this article, we specifically address the issue of how motivation is the mediating link in the emotional exhaustion-performance process. We discuss the existing literature addressing the relationship between emotional exhaustion and performance and then discuss how consideration of performance models influences that theoretical relationship. We present the findings of a two-sample study designed to examine the emotional exhaustion-job performance relationship with motivation as a mediator. The use of two samples allowed for a constructive replication of the model presented as well as increasing generalizability in terms of occupation of the participants (Tsang & Kwan, 1999). We conclude by discussing the implications of our findings for organizations and future research that considers the link between burnout and job performance.

Emotional Exhaustion
In this study, we focus on the emotional exhaustion component of burnout. This approach is justified, in large part, because of two issues. First, although Maslach's (1982, 1993) original three-component conceptualization of burnout has dominated the burnout research (particularly as it relates to measurement of burnout), a number of researchers have called into question the three-component conceptualization of burnout (e.g., Moore, 2000; Shirom, 2003) and other conceptualizations have been proposed for the processes underlying burnout (cf. Demerouti, Bakker, Nachreiner, & Schaufeli, 2001; Pines, Aronson, & Kafry, 1981; Shirom, 1989).

The alternative conceptualizations of burnout differ in a variety of ways; however, all of them include emotional exhaustion as a primary component of burnout, suggesting that it is indeed central to the experience of burnout. Second, it is common in the burnout literature to find inconsistent relationships between components of burnout and antecedent or consequent processes; emotional exhaustion appears to be the most consistent in its relationships with outside variables, such as commitment and job satisfaction (Cordes & Dougherty, 1993; Demerouti et al., 2001; Green, Walkey, & Taylor, 1991; R. T. Lee & Ashforth, 1996).

There has been some attention given to the various outcomes of burnout, including physiological consequences (cf. Shirom, Westman, Shamai, & Carel, 1997), turnover, and turnover intentions (Cherniss, 1992; Freudenberger, 1975; R. T. Lee & Ashforth, 1993, 1996; Maslach, 1976, 1978). Despite this effort, there still remain many questions regarding the outcomes, particularly those that are work related, of burnout (Maslach, 2001). Much of the theoretical work on burnout (e.g., Cordes & Dougherty, 1993) treats burnout as the end state, without considering what other consequences burnout may influence. This is problematic, as burnout is perhaps best considered as a mediator that leads to other important work-related consequences (Maslach & Leiter, 1999), among which is job performance.Job Performance

One of the most commonly cited negative consequences of burnout is a reduction in job performance (Maslach, 1982; Halbesleben & Buckley, 2004b). However, as noted by Wright and Bonett (1997), there has been a need for more empirical work conducted to investigate the relationship between burnout and job performance. In response, they conducted a longitudinal study that found a negative relationship between emotional exhaustion and job performance (see also Leiter, Harvey, & Frizzell, 1998; Vahey, Aiken, Sloane, Clarke, & Vargas, 2004; Wright & Cropanzano, 1998). Conversely, other studies have typically found very low amounts of shared variance between burnout dimensions and job performance (Bakker, Demerouti, & Verbeke, 2004; Schaufeli & Enzmann, 1998) and inconsistencies in findings when only considering emotional exhaustion and performance, particularly when considering multiple sources of performance information (Keijsers, Schaufeli, Le Blanc, Zwerts, & Miranda, 1995; Lazaro, Shinn, & Robinson, 1985; Randall & Scott, 1988).

A limitation of the previous thinking about the relationship between emotional exhaustion and job performance is that it has failed to adequately consider models of performance and burnout in explaining the effects of burnout on performance. When one considers theories of performance, it becomes clear that emotional exhaustion is unlikely to have a direct effect on job performance and instead should be mediated by a more direct antecedent of performance (Bakker et al., 2004; Jex, 1998; Sullivan & Bhagat, 1992). We propose that, because of its links to both performance and burnout theories, motivation is a potential mediator to the emotional exhaustion-job performance relationship.
Despite the theoretical mediating effect of motivation, there has been very little research investigating how motivation and emotional exhaustion are related. There is a paucity of research that has examined the effects burnout has on more direct perceptual-motivational processes. In particular, there is a need to better understand the choices employees make in directing their motivational resources; such an understanding will address gaps in understanding of the relationship between emotional exhaustion and job performance.Emotional Exhaustion, Performance, and the Conservation of Resources Model

The relationship among emotional exhaustion, motivation, and job performance can be explained in terms of the conservation of resources (COR) model of stress and burnout (Hobfoll, 1988, 1989, 1998; Hobfoll & Freedy, 1993). The model suggests three ways in which individuals experience stress: (a) loss of resources, (b) threat to current resources, and (c) inadequate return on investments made to maximize resources (e.g., an employee who takes extra courses in management to increase the likelihood of promotion but is passed over in the promotion). In recent years, the COR model has become an important model in understanding the burnout process (e.g., Brotheridge & Lee, 2002; Halbesleben & Buckley, 2004a).

One of the strengths of the COR model is its ability to explain the processes leading up to burnout, through the three processes noted above, and also the ability to explain the consequences of burnout. It is for this reason that we build on the COR as the theoretical framework for this study. Specifically, as emotional exhaustion represents a significant depletion of resources (Hobfoll, 2001), the COR model suggests that burned out employees will carefully select the manner in which they use their remaining resources (Siegall & McDonald, 2004).

Motivation as a Resource
Key to our link between emotional exhaustion and performance through the COR model is the notion that motivation represents the investment of resources. Hobfoll (1989) defined resources as “those objects, personal characteristics, conditions, or energies that are valued by the individual” (p. 516). In Hobfoll's (1989) theory, motivation serves as an energy resource; in fact, Hobfoll (1998) specifically listed time for work and motivation to get things done as part of a list of COR resources. Moreover, he noted, energy “resources are typified not by their intrinsic values so much as their value in aiding the acquisition of other kinds of resources” (Hobfoll, 1989, p. 517). As such, motivation is invested in the job to obtain other valued resources (e.g., good performance, continued employment).

Tying the notion of motivation as a resource to the relationship between emotional exhaustion and job performance requires further investigation of Hobfoll's (1998, 2001) notion of investment in resources. As a result of resource loss or threat of loss, employees tend to take steps to protect their resources. In effect, employees distance themselves from the situation that is causing the emotional exhaustion to begin with (Cherniss, 1980; Freedy, Shaw, Jarrell, & Masters, 1992; Siegall & McDonald, 2004). Moreover, employees protect their resources by coming up with better strategies for resource investment, such that they attempt to maximize the returns associated with investment of their resources (particularly their energy resources; M. M. Baltes & Baltes, 1990; P. B. Baltes, 1997; Hobfoll, 2001). One way in which employees might seek to protect resources is to put less effort into their work (lower motivation), resulting in lower job performance (Wright & Cropanzano, 1998).
However, as we have noted, employees who are experiencing emotional exhaustion will be selective in the manner in which they invest resources. This suggests that they will carefully select the type of motivational resources they will engage to satisfy performance goals at work. Throughout the motivation literature, various goals have been proposed, with three primary goals emerging: achievement striving, status striving, and communion striving (Barrick et al., 2002; Hogan & Shelton, 1998; McClelland, Atkinson, Clark, & Lowell, 1953). Achievement striving is defined as an individual's motivation to achieve tasks, independent of other people. Status striving is defined as an individual's motivation to obtain power within the organizational hierarchy. Finally, communion striving is defined as energy directed at “obtaining acceptance in personal relationship and getting along with others” (Barrick et al., 2002, p. 44).

From these ideas, Barrick et al. (2002) designed a measure of motivation that assesses the arousal, attention-direction, and intensity-persistence of each of the three cognitive emotional motives, consistent with the definition of motivation provided by Mitchell (1997). They also presented empirical support for the three-factor conceptualization of motivation and its relationship to performance in their study of telemarketing sales representatives. Specifically, they found that achievement, status, and communion striving served as mediators between sales representative personality traits and job performance (based on supervisor ratings of performance). In the present study, we argue that the three types of motivation mediate the relationship between emotional exhaustion and job performance. Moreover, as they serve as different forms of motivational resources, we argue that the manner in which employees invest in the different types of motivation, and their subsequent relationships to types of job performance, are associated with the experience of emotional exhaustion.

The full article can be found on the following link: http://web.ebscohost.com/ehost/detail?vid=6&hid=116&sid=698b07e7-4ecd-4fa6-baed-a4a154ccb9c0%40sessionmgr102

Work/Burnout Questionnaires

Work Stressor Questionnaire

Work Stressors can be identified in almost all aspects of one's job. Before taking action to eliminate or reduce these stressors, pinpoint their sources. Isolate these factors so corrective action can begin.

If the following burnout questionniare does not suit follow this link.
http://www.mindtools.com/stress/Brn/BurnoutSelfTest.htm

Instructions:

Think about how often you encounter the following situations.
Circle the appropriate frequency.

A. Disagreement & Indecision
Unsure of co-workers expectations
Unfriendly attitude in co-workers.
Job responsibilities go against your better judgement.
Can't satisfy conflicting demands from superiors.
Trouble refusing overtime

B. Pressure on the Job
Overloaded at work, unable to complete tasks during an average day.
Too much supervision.
Job requirements are taking their toll on your private life.
Rushed to complete work or short on time.
Too much red tape.

C. Job Description Conflict
Uncertainty about your exact job responsibilities.
Too much teamwork.
Poor flow of information to you in order to carry out your job.
Not enough authority for you to properly do your job.
Discomfort in handling unethical assignments.

D. Communications & Comfort with Supervisor
Ideas differ from those of your supervisor.
Trouble talking to boss.
Unable to predict supervisors reactions.
Boss gives little feedback about your work.
Boss is overly critical of your work.

E. Job Related Health Concerns Work conditions are unhealthy.
Physical danger exists at work place
Heavy physical tasks to complete.
Hostile threats from co-workers.
Sick days are discouraged.

F. Work Overload Stress Can't consult with others on projects.
Co-workers are inefficient.
Often take work home to complete.
Responsible for too many people/projects.
Shortage of help at work.

G. Work Underload Stress Too little responsibility at work.
Overqualified for your job.
Little chance for growth exists.
Trying to "look" busy on job.
Feeling unstimulated.

H. Boredom Induced Stress Repetitive or highly specialized routine.
Not learning anything new.
Can't see final outcome of your efforts.
Job is too easy.
Daydreaming frequently.

I. Problem of Job Security Fear of being laid-off or fired.
Worry about poor pension.
Concerned about low wages.
Need "pull" to get ahead.
Could be fired without cause.

J. Time Pressure Constant reminders that "time is money".
Starting and ending times are rigid.
Monotonous pace of work.
Not enough break or meal time.
Work pace is too fast.

K. Job Barrier Stress
Hope for advancement or raise is limited.
Sex/age discrimination exists at job.
Not suited to job.
Work has no personal meaning.
Work goes unrecognized.

Scoring Instructions
1. Never
2. Rarely
3. Occasionally
4. Usually
5. Constantly

For each section, add the numbers associated with your answers and record them in the list below. Put a star (*) next to the highest scoring category.

A. Disagreement & Indecision. Answer.

B. Pressure on the Job. Answer.

C. Job Description Conflict. Answer.

D. Communication & Comfort with Supervisor. Answer

E. Job-Related Health Concerns. Answer.

F. Work Overload Stress. Answer.

G. Work Underload Stress. Answer.

H. Boredom Induced Stress. Answer.

I. Problem of Job Security. Answer.

J. Time Pressure. Answer.

K. Job Barrier Stress. Answer.

TOTAL SCORE (add scores A to K)

Within each area scores will range from 5 to 25. Scores of 14 or above suggest problem areas.

Overall scores will fall within the 55 to 275 range. Scores of 135 or above would suggest an unusual amount of work related stress. Use the Ten Tips for Preventing Burnout below to combat the effects of work related stress.

http://www.mindtools.com/stress/Brn/BurnoutSelfTest.htm

Preventing Burnout

People`s work life can range from exhilarating to exhausting. There are periods when work can become overwhelming and prevent a normal life. When this happens we call it burnout. Burnout is described as a condition of feeling depleted, exhausted or just worn out while striving to reach some goal. It is the fatigue and frustration that is felt when stress management is neglected or work loads are excessive. Complete this self inventory to determine burnout factors in your work life.Instructions:

Think back over the past six months of your life. Have things changed? Do you feel different? Think about your job - your family - your social activities. Ask yourself the questions listed below, then indicate the appropriate response. Add up your score.

Do you tire more easily?

Have people been saying, "You don`t look so good lately" ?

Are you working harder and accomplishing less?

Are you becoming more cynical?

Do you often feel a sadness you can`t explain?

Are you forgetful? (Appointments, deadlines, dates.)

Are you more irritable, short-tempered and disappointed in other people?

Do you see close friends and family members less than you`d like?

Are you too busy to do even routine things?

Are you suffering from physical complaints? (Aches, pains, headaches, a lingering cold?)

Is it hard to find joy in life?

Are you unable to laugh at yourself?

Does sex seem like more trouble than it is worth?

Do you have little to say to people?

Scoring Instructions
1. No change
2. Some small changes
3. Varies from day to day
4.More changes than I like
5. A great deal of change

The Burnout Scale
0-25 . You`re doing fine
26-35 . You`re okay, but should be cautious
36-50 . You`re a candidate for burnout
51-65 . You`re burning out
over 65. You`re in a dangerous state that`s a threat to your physical and mental well-being.

© copyright 2001 American Institute for Preventive Medicine Systematic Stress Management