Burnout among behavior analysts in times of crisis: The roles of work demands, professional social support, and psychological flexibility

Abstract

BackgroundThe purpose of this study was to apply the Job-Demands Resources model as a framework to examine the relationship between work demands and burnout among behavior analysts working in human service settings during the Covid-19 pandemic. We specifically investigated the work demands-burnout relationship and how psychological flexibility, supervisor support, and coworker support related to burnout, whether as moderators or as mediators of work demands. MethodA sample of 298 ABA practitioners participated in a cross-sectional investigation in April-May 2021 and reported sociodemographic and job-related characteristics, information about the impact of Covid-19 on work, work demands, psychological flexibility, supervisor support, and coworker support. We conducted regression-based analyses of moderation and multiple mediation. ResultsGreater work demands predicted higher levels of exhaustion and disengagement. Psychological flexibility and supervisor support partially mediated the influence of work demands on exhaustion and burnout; neither moderated the influence of work demands on exhaustion or burnout. Coworker support did not function as a moderator or mediator in the work demands-burnout relationship. ConclusionsFindings highlight the need for effective caseload management and supervision practices, along with initiatives that create opportunities for increased, positive interaction with supervisors and among colleagues. Providing psychological flexibility skills training may benefit behavior analysts as a burnout management strategy. As a personal resource, however, it may be insufficient to mitigate burnout in times of crisis when work demands are higher than usual. Organizations should consider multi-faceted burnout interventions that address personal and workplace factors to both increase personal/job resources and reduce job demands.