Continuous changes, organizational burnout and the implications for HRD

Sally Rumbles, Gary Rees

    Research output: Contribution to journalArticlepeer-review


    Purpose: This paper explores the relationship between continuous change, organizational burnout and the role of 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: Our 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 don’t 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.
    Original languageEnglish
    Pages (from-to)236-242
    Number of pages7
    JournalIndustrial and Commercial Training
    Issue number4
    Publication statusPublished - 2013


    Dive into the research topics of 'Continuous changes, organizational burnout and the implications for HRD'. Together they form a unique fingerprint.

    Cite this