Continuous changes, organizational burnout and the implications for HRD

Abstract

Purpose

This paper aims to explore the relationship between continuous change, organizational burnout and the role of the HR/HRD profession in facilitating activities that can aid organizations in better managing the process.

Design/methodology/approach

An e‐survey was sent to a random sample of 100 medium to large companies located within a 50 mile radius of Portsmouth that asked HR professionals questions around the issues of organizational stress and potential burnout.

Findings

The survey findings suggest that despite having policies and procedures organizations communicate change badly; do very little to protect employee wellbeing and manage stress in times of change. In some responses, managers state that they are aware that employees are experiencing high stress, but managers do not do anything to alleviate employee stress.

Originality/value

The role of the HRD professional in managing change and helping to prevent burnout has not previously been highlighted. Recommendations for HRD professionals are provided by addressing various levels when improving employee engagement and wellbeing

Citation

Rumbles, S. and Rees, G. (2013), "Continuous changes, organizational burnout and the implications for HRD", Industrial and Commercial Training, Vol. 45 No. 4, pp. 236-242. https://doi.org/10.1108/00197851311323538