Boreout syndrome: boredom at work

Some ways to undermine job satisfaction.

As we discussed in the article 'Burnout: how to detect it and take action', stress and job satisfaction have become an important factor in the last decades in the work context.

Burnout is among the most challenging problems in the field of occupational health and safety, as it significantly affects individuals and organizations.

Boredom at work and occupational health

In recent years, occupational health experts have been warning of another phenomenon that has a negative impact on the well-being of many employees, the "Boreout Syndrome".Boreout Syndrome". This syndrome, coined by Philippe Rothlin and Peter R. Werder in 2007, is the opposite of "burnout", and is characterized by "chronic boredom". Burnout and Boreout are opposite ends of a continuum, but both are equally detrimental to workers' health. equally detrimental to workers' health, i.e., they are two sides of the same coin.In other words, they are two sides of the same coin.

Although many may think that doing nothing at work is a dream come true, the reality is totally different: the obligation to be at work for hours without knowing what to do is a demoralizing situation. Moreover, Boreout Syndrome can trigger what human resources experts call "presenteeism".

A study by Dan Malachowski found that 33% of those surveyed felt that their work was was unchallenging and that they spent an average of two hours a day to kill time on social killing time on social networks. The same research stated that 15% of office staff worldwide are bored with their work. Another survey, this time by the consulting firm TMI, found that 80% of staff did not feel involved in their work and were indifferent to the successes and failures of their organization.

How does this syndrome manifest itself?

Boreout has 3 characteristics that Philippe Rothlin and Peter R. Werder describe in their book "The New Boreout Work Syndrome" published in 2009.

1. Under-demandingRepetitive and monotonous tasks. Performing meaningless tasks. Gives the feeling of not being able to perform or not giving all that one can give. Feeling of being wasted.

2. BoredomBoredom, defined as a state of mind of listlessness, apathy and doubt because the employee does not know what to do during the day.

3. Disinterestdue to a lack of identification with the job.

The causes of Boreout

According to the same authors, this syndrome is produced for several reasons:

• Fulfillment of tasks below the employee's capabilities of the employee

• The employee is in a job that does not provide him/her with high motivation or has expectations that differ from the position he/she is in.

• Lack of planning or lack of specification of job functions of the job, which can lead to role ambiguity.

• Hoarding of the most motivating by superiors or more senior colleagues, leaving the more repetitive ones to the rest.

• Performance of monotonous monotonous tasks every day and for hours at a time.

• The organizational structure or the leadership style that prevents workers from participating or developing their potential within the company.

• Impossibility of promotion or salary increase and lack of stimulation o recognition by their superiors, so that the effort at work is not associated with the results obtained. In the long run, this leads to learned helplessness.

• Overqualification in knowledge or experience for a job position, which can lead to job dissatisfaction.

Preventing Boreout

The Foundation for the Prevention of Occupational Risks and the Observatory of Psychosocial Risks of the UGT recommend the following points to prevent Boreout in workers:

• Improve the work climate Promoting teamwork.

• Increase the degree of autonomy and and control at work.

• Clearly define the functions and the role of each employee in the organization.

• Establish clear lines of authority of responsibility.

• Facilitate the necessary necessary resources for the correct development of the activity.

• Programs aimed at the acquisition and skills in the improvement of emotional control and problem solving.

• Improve the communication networks and promote employee participation in the organization.

• Encourage the time flexibility.

• Facilitate training and information about the work to be performed.

Conclusions

Although it may seem that the employee who suffers from Boreout is simply lazy, in reality it is a failure of human resources policy. a failure in the company's human resources policy. of the company. Good practices in personnel management are important for the future development of this phenomenon among employees. In this way, a correct selection process will allow the incorporation of a suitable candidate and will have an impact on his future performance. When we talk about a correct selection process, we are talking about a process that takes into account the needs of the job, the needs of the employee and the needs of the organization.

A good people management The workloads must be updated according to the type of tasks performed and the importance of the leader in minimizing the impact of Boreout in the company must be taken into account. It is a guarantee of health in the company to keep the employee motivated worker and to be able to influence their activity in a positive way.