Relationship Between Physician Burnout and Workplace Specific Stressors: The Loss of Positive Perception

Abstract

To evaluate relationships between physician-reported workplace burnout and ratings of potential workplace stressors. A voluntary survey on workplace burnout was conducted by physicians at a university-affiliated tertiary care medical center including the work-related domain of the Copenhagen Burnout Inventory, no/little burnout (considered non-burnout): <50 points and moderate-to-severe burnout: >50 points, General Self-Efficacy Scale: (0-40 points), Insomnia Severity Index (0-28), Perceived Stress Scale (0-40), and questionnaire of 19 potential workplace stressors by 5-point Likert scale from strongly negative to very positive. Analysis was performed with the χ2 and Student t-test. Ninety (78%) respondents completed all components. Workplace burnout occurred in 54 (60%) respondents. General Self-Efficacy Scale was lower in those with burnout (31.3 vs 33.5; P = .008), whereas Insomnia Severity Index and Perceived Stress Scale were higher (9.8 vs 5.7; P < .001, 21.9 vs 20.3; P = .024, respectively). Electronic medical records (EMRs), billing, and delays were viewed as negative stressors for all-comers (burnout vs non-burnout): EMR (81% vs 64%; P = .19), billing (61% vs 47%; P = .25), and delays (86% vs 76%; P = .32), respectively. The ability to complete work was also a negative stressor but significantly more prevalent with concomitant burnout (55% vs 22%; P = .005). Positive factors identified by both groups included clinical decision-making (80% vs 83%; P = .053) and patient interaction (57% vs 69%; P = .06). Staff/peer relationships (P = .029) and team communication (P = .014) were viewed as positive factors by both, but significantly more in those without burnout (Table). Both groups rated clinical work volume (P = .40), adequate staff (P = .66), hospital mandates (P = .75), and insurers (P = .82) in top 5 workplace stressors. Physicians possess high self-efficacy. Still, workplace burnout is common and associated with higher stress levels, sleep dissatisfaction, and lower self-efficacy. Billing, delays, EMR, support staff, and hospital mandates are negative stressors regardless of burnout status. Physician perception regarding inability to complete work may indicate progression toward burnout. Otherwise, burnout is characterized by subtle loss of positivity particularly relationships and communication rather than overt pessimism and may go unrecognized. This underscores the need for early detection and intervention to prevent burnout and promote physician well-being.TableDifferences in perception of workplace factors by burnout statusVery negativeNegativeNeutralPositiveVery positiveP valueNon-burnoutBurnoutNon-burnoutBurnoutNon-burnoutBurnoutNon-burnoutBurnoutNon-burnoutBurnoutStaff/Peer relations3661519295341199.029Team communication0261119285355224.014Scheduling procedures03108376423153010.029Hospital discharge381825495924662.026Completing work3231932392731989.005Patient unit proximity069643653715118.042Data are presented as percentage.Boldface P values represent significance P < .05. Open table in a new tab