Abstract
Clinical staff turnover resulting from burnout is one of the most challenging issues facing the substance abuse treatment field. This article provides a succinct description of the impact of clinical staff turnover on organizational performance and client treatment, along with a comprehensive literature review of individual and organizational characteristics that often lead to burnout. The Job Demand-Control Model and six areas of work life are explicated to identify leverage points for organizational leaders to make the largest impact on improving work conditions and mitigate the consequences of burnout.
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