Boreout syndrome: boredom in the workplace

As we already commented in the article 'Burnout: How to spot it and take action', the stress and the work satisfaction they have become an important factor during the last decades in the labor context.

Burnout is among the most difficult problems in the field of safety and health at work, since it significantly affects people and organizations.

Boredom at work and occupational health

In recent years, occupational health experts are warning of another phenomenon that negatively affects the well-being of many employees, the “Boreout syndrome”. This syndrome, coined by Philippe Rothlin and Peter R. Werder in 2007, is the complete opposite of “being burned out”, and is characterized by “chronic boredom”. Burnout and Boreout are opposite ends of a continuum, but both are equally harmful to workers' health, that is to say, they are two sides of the same coin.

Although many may think that doing nothing at work is a dream come true, the reality is totally different: the obligation to be at work for hours without knowing what to do is a situation demoralizing. Additionally, Boreout Syndrome can trigger what HR experts call "

labor presenteeism".

A study by Dan Malachowski found that 33% of respondents believed that their work presented no challenge and that they spent an average of two hours a day to kill time on social media. The same research stated that 15% of office staff worldwide are bored with their work. Another survey, this time from the TMI consultancy, found that 80% of the staff did not feel involved in their work, they were indifferent to the successes and failures of their organization.

How does this syndrome manifest itself?

The Boreout has 3 features that Philippe Rothlin and Peter R. Werder describe in their book "The New Boreout Work Syndrome" published in 2009.

1. Infrademand, with repetitive and monotonous tasks. Performing mindless tasks. It gives the feeling of being able to give or not be giving everything that one can give. Feeling of being wasted.

2. Boredom, defined as a state of mind of reluctance, apathy and doubt because the employee does not know what to do during the day.

3. Disinterest, due to lack of identification with the job

The causes of boreout

According to the same authors, this syndrome occurs for several reasons:

• Fulfillment of tasks below capabilities of the employee

• The worker is in a job that is not highly motivated or has expectations that differ from the position he is in.

• Lack of planning or lack of specification of functions position, which can lead to role ambiguity.

• Hoarding of tasks more motivating by superiors or colleagues with more seniority, leaving the rest the most repetitive.

• Realization of monotonous tasks every day and for hours.

• The organizational structure or the leadership style that prevents workers from participating or developing their potential within the company.

• Ascent impossibility or increase in salary and lack of stimulation or recognition by their superiors, so the effort at work is not associated with the results obtained. In the long run there is learned helplessness.

• Overqualification in knowledge or experience for a job, which can lead to job dissatisfaction.

Boreout prevention

The Foundation for the Prevention of Occupational Risks and the Observatory of Psychosocial Risks of the UGT recommend the following points to prevent boreout in workers:

• Improve the working environment promoting teamwork.

• Increase the degree of autonomy and control at work.

• Clearly define the functions and the role of each worker in the organization.

• Establish clear lines of authority in responsibility.

• Facilitate necessary resources for the correct development of the activity.

• Programs aimed at acquisition and dexterity in improving emotional control and problem solving.

• Improve communication networks and promote the participation of workers in the organization.

• Encourage the flexible schedule.

• To ease training and information about the work to be done.

Conclusions

Although it may appear that the employee suffering from Boreout is simply lazy, in reality it is a failure in human resources policy of the company. Good practices in personnel management are important for the future development of this phenomenon among employees. In this way, a correct selection process will allow the incorporation of a suitable candidate and will affect their future performance. When you talk about a correct selection process, you are talking about a process that takes into account both the needs of the job, the needs of the worker and the needs of the organization.

A good one People Management It involves keeping workloads up-to-date based on the type of tasks being carried out and taking into account the importance of the leader when it comes to minimizing the impact of Boreout on the company. It is a guarantee of health in the company to keep motivated worker and to be able to influence their activity in a positive way.