Förebyggning av utbrändhet på organisatorisk nivå

Sammanfattning: The workplace is for many associated with joy and commitment, for others it is associated with fatigue, inadequacy and cynicism that is explained as the three dimensions of burnout. A general view of burnout is that it is an individual problem that many companies ignore, because a preventive task does not generate immediate profits. This has been a growing problem for years. Burnout costs not only money but also time and knowledge. Unfortunately, the popular belief is that "If it ain’t broke, don’t fix it." Organizations that think this way are sacrificing future benefits for short-term gains. A company that chooses to turn its expertise to work preventively against burnout results in a more dedicated staff, whether they're going to burn out or not. A dedicated staff will perform better at work. The purpose of this study is to investigate what actions the management of a company can take to prevent and deal with burnout. Empirical evidence has been gathered through interviews with an HR specialist and an interview with Torbjörn Henriksson, psychologist and CEO of Arbus. The basis for the theory and interview comes from the theories of preventive work against mental illness and burnout, and Aaron Antonovsky theories of sense of coherence. According to the theory and empirical work that requires a committed and dedicated leadership that includes staff in the process of improvement towards the prevention of burnout. Keywords for a successful preventive work have proven to be communication, training of staff and management, communion, justice, respect and recovery time from stress.