Burnout and Job Satisfaction of Vocational Supervisors

Over the past 15 years, there has been an explosion of research and inquiry into the burnout phenomenon. The study of burnout has moved from a hot topic to a serious issue which affects millions of workers (Farber, 1983). “Burned out professionals are more frequently absent or late for work than their non-burned out colleagues; they become noticeably less idealistic and more rigid; their performance at work deteriorates markedly, and they may fantasize or actually plan on leaving the profession” (Farber, 1983, p. 3)” Studies of burnout have provided baseline data that bring the burnout phenomenon into focus. Research has shown that burnout-prone individuals are not lazy or underachievers but are in fact characterized as overachievers, dynamic, charismatic, empathetic, dedicated, idealistic and people oriented (Freudenberger Freudenberger Maslach, 1976; Pines Igodan, 1984; Maslach, 1978; Newcomb & Clark, 1985). Brookins (1982) and Cooper and Marshall (1980) found that administrators also experience high stress and low job satisfaction. Administrators reported that “70% of their total life stress resulted from their jobs” (Cooper & Marshall, 1980, p. 77).