{"id":313,"date":"2012-02-06T11:55:46","date_gmt":"2012-02-06T11:55:46","guid":{"rendered":"http:\/\/hrefna.com\/kennslufr\/?p=313"},"modified":"2012-02-06T15:32:01","modified_gmt":"2012-02-06T15:32:01","slug":"exploring-burnout-among-university-faculty-lackritz-2004","status":"publish","type":"post","link":"https:\/\/hrefna.com\/kennslufr\/exploring-burnout-among-university-faculty-lackritz-2004\/","title":{"rendered":"Exploring burnout among university faculty, Lackritz, 2004"},"content":{"rendered":"

Exploring burnout among university faculty: incidence, performance, and demographic issues eftir\u00a0James R. Lackritz,\u00a0Teaching and Teacher Education,\u00a0Volume 20, Issue 7, October 2004, Pages 713\u2013729<\/a><\/p>\n

Um greinina<\/strong><\/p>\n

G\u00f3\u00f0ur inngangskafli um burnout, hvernig \u00fea\u00f0 er skilgreint, hva\u00f0 veldur \u00fev\u00ed og helstu einkenni. \u00a0Heilmiki\u00f0 af \u00fev\u00ed er h\u00e9r a\u00f0 ne\u00f0an. \u00a0Greinin reynir a\u00f0 finna hva\u00f0a h\u00f3par h\u00e1sk\u00f3lakennara eru \u00ed mestri h\u00e6ttu a\u00f0 upplifa burnout. \u00a0Teki\u00f0 er fram a\u00f0 sumir halda a\u00f0 burnout komi og fari.<\/p>\n

M\u00e9r fannst \u00e1hugavert a\u00f0 rannsakendur m\u00e6li helmingi minna burnout hj\u00e1 h\u00e1sk\u00f3lakennurum en f\u00f3lki \u00e1 almennum vinnumarka\u00f0i, a\u00f0 h\u00e6tta \u00e1 burnout (emotional exhaustion) s\u00e9 h\u00e6rri hj\u00e1 yngri kennurum en eldri, kvenkennarar eru l\u00edklegri en karlkennarar a\u00f0 f\u00e1 ’emotional exhaustion’, karlanir l\u00edklegri a\u00f0 enda \u00ed ‘depersonalization’ en annars er ekki mikill munur \u00e1 kynjunum.<\/p>\n

Ranns\u00f3knin f\u00f3r fram \u00ed bandar\u00edskum h\u00e1sk\u00f3la \u00e1 vesturstr\u00f6ndinni sem leggur miki\u00f0 upp \u00far kennslu, en minna upp \u00far ranns\u00f3knum. \u00a0Kennarar kenna 4-5 k\u00farsa \u00e1 \u00e1ri (!!).<\/p>\n

Abstract<\/strong><\/p>\n

This study examines burnout and related issues among 265 university faculty members. The study estimates the percentage of incidence of highest levels of burnout is at half the rate of the general workforce. Female faculty members have significantly higher mean scores on emotional exhaustion than males<\/em><\/strong>, while male faculty have higher scores on depersonalization. Significant differences were not found across race\/ethnicity groups but age is inversely correlated to emotional exhaustion<\/em><\/strong>. Burnout shows significant correlations with numbers of students taught, time invested in various activities, and numerical student evaluations. Suggestions are given to administrators for using a preventive strategy to anticipate burnout, rather than relying on reactive techniques, once it has occurred.<\/p>\n

Hva\u00f0 er burnout<\/strong><\/p>\n

\u2018\u2018…a state of physical,emotional and mental exhaustion caused by longterm involvement in situations that are emotionally demanding\u2019\u2019 (Harrison, 1999, p. 25)<\/p>\n

With regard to process, Harrison (1999) states: \u2018\u2018People experience burnout as a gradual erosion of their spirit and zest as a result of the daily struggles and chronic stresses that are typical of everyday life and work\u2014too many pressures, conflicts, demands, and too few emotional rewards, acknowledgements, and\u00a0successes. There is no quick cure for emotional and physical burnouty[People] burn out when their work has no meaning and stress continually outweighs support and rewards\u2019\u2019 (p. 25).<\/p>\n

Hva\u00f0 veldur burnout<\/strong><\/p>\n

    \n
  1. workload and its intensity, time demands, and complexity;<\/li>\n
  2. lack of control over establishing and following day-to-day priorities;<\/li>\n
  3. insufficient reward and the accompanying feelings of continually having to do more for less;<\/li>\n
  4. the feeling of community, in which relationships become impersonal and teamwork is undermined;<\/li>\n
  5. the absence of fairness, in which trust, openness, and respect are not present; and<\/li>\n
  6. conflicting values, in which choices that are made by management often conflict with their mission and core values, and we don\u2019t always practice what we preach.<\/li>\n<\/ol>\n

    (Burke & Greenglass, 1989; Harrington, Bean, Pintello, & Mathews, 2001; MacDougall,2000; Tyler, 1999; Zbar, 1999)<\/p>\n

    Burnout me\u00f0 tilliti til h\u00e1sk\u00f3lakennara<\/strong><\/p>\n

    Hva\u00f0 veldur:<\/p>\n