The Links Between Engagement and Burnout
Mental health at work has become an increasingly important focus in recent years. While organisations strive for highly engaged employees who are passionate about their work, there’s a fine line between healthy engagement and the path to burnout.
These two states—engagement and burnout—often represent opposite ends of a spectrum, yet are more closely linked than many realise. Understanding this relationship is vital, as it impacts not only individual wellbeing but also organisational effectiveness and sustainability.
What is Engagement?
Workplace engagement is a positive, fulfilling work-related state of mind characterised by vigour, dedication, and absorption1. Engaged employees demonstrate enthusiasm, resilience when facing challenges, and find meaning in their work. They typically show higher productivity, better customer service, and stronger loyalty to their organisations.
What is Burnout?
In contrast, burnout results from chronic workplace stress that has not been successfully managed. According to the World Health Organisation, burnout is characterised by feelings of energy depletion or exhaustion, increased mental distance from one’s job, and reduced professional efficacy2. It often develops gradually, sometimes taking months or even years to fully manifest.
The Engagement-Burnout Spectrum
A key concern is that the most engaged employees—those who care deeply about their work and invest significant emotional energy—can be most vulnerable to burnout when their engagement is not supported by adequate recovery and resources. This shift is sometimes described as the “erosion of engagement,” 3 the transformation of positive energy into emotional exhaustion when demands outweigh capacity over time.
Warning Signs: When Engagement Tips Toward Burnout
- Working longer hours while accomplishing less: Productivity drops despite increased effort
- Increased cynicism about work impact: Previously enthusiastic employees start questioning the value or meaning of their work
- Difficulty disengaging from work mentally: Unable to “switch off” during personal time, constantly thinking about work responsibilities
- Declining physical health markers: Changes in sleep patterns, energy levels, or immune function that coincide with work stress
The Organisational Impact
According to IBEC’s 2024 report The Hidden Balance Sheet, poor mental health can cost Irish employers up to €2,000 per employee annually4, highlighting the economic urgency of proactive wellbeing measures.
While Irish data on burnout-specific absenteeism is still emerging, global trends provide insight. Gallup found that burned-out employees are 63% more likely to take sick leave and 2.6 times more likely to actively seek other employment5.
In Ireland, the Economic and Social Research Institute (ESRI) reported that 18% of all work-related illnesses are due to stress, anxiety, and depression (SAD)6. SMEs—representing over 99% of Irish businesses7—often lack the resources to adequately address these challenges, making low-cost, preventative wellbeing strategies especially valuable.
Beyond these direct costs, organisations also suffer from diminished innovation and creativity when employees enter survival mode. The same passion and dedication that drives exceptional performance in engaged employees becomes depleted, leaving a workforce that may be physically present but mentally and emotionally exhausted. This presents a compelling business case for organisations to monitor the balance between promoting engagement and preventing burnout.
Breaking the Cycle: Practical Strategies
- Implement workload monitoring systems: Track project allocations and hours to identify potential overload situations before they become problematic8
- Normalise recovery time: Create organisational cultures that value rest and disconnection, including policies around email hours and annual leave that is genuinely respected
- Train managers to recognise early warning signs: Equip leadership with the skills to identify burnout symptoms and intervene appropriately
- Provide psychological safety: Foster environments where employees can speak honestly about workload and stress without fear of career consequences
- Offer flexibility in work arrangements: Allow employees greater control over when and how they work, which has been shown to reduce burnout risk9
Conclusion
Sustainable engagement requires a delicate balance—one that maximises the benefits of having passionate, committed employees while protecting their wellbeing from the risks of burnout. Organisations that understand the connection between these states can develop more effective approaches to mental health. By implementing preventative measures and creating genuinely supportive work environments, employers can maintain high performance without sacrificing employee wellbeing. The future of healthy workplaces depends on recognising that true engagement isn’t about working harder or longer—it’s about working with purpose in an environment that sustains rather than depletes our mental resources.
References
1. Schaufeli, W.B., Salanova, M., González-Romá, V., & Bakker, A.B. (2002). The measurement of engagement and burnout: A two sample confirmatory factor analytic approach. Journal of Happiness Studies, 3(1), 71-92.
2. World Health Organisation. (2019). Burn-out an “occupational phenomenon”: International Classification of Diseases. WHO Mental Health.
3. Maslach, C., & Leiter, M.P. (2008). Early predictors of job burnout and engagement. Journal of Applied Psychology, 93(3), 498-512.
4. IBEC. (2024). The Hidden Balance Sheet: Unlocking the value of mental health in the workplace. Retrieved from https://www.ibec.ie/connect-and-learn/insights/insights/2024/02/26/the-hidden-balance-sheet
5. Gallup. (2022). Employee Burnout: Causes and Cures. Retrieved from https://www.gallup.com/workplace/288539/employee-burnout-biggest-myth.aspx
6. ESRI. (2016). Job Stress and Working Conditions: Ireland in Comparative Perspective. Retrieved from https://www.esri.ie/news/level-of-job-stress-in-ireland-doubles-in-five-years
7. Central Statistics Office (CSO). (2023). Business in Ireland 2021 – Small and Medium Enterprises. Retrieved from https://www.cso.ie/en/releasesandpublications/ep/p-bii/businessinireland2021/smallandmediumenterprises/
8. Bakker, A.B., Demerouti, E., & Sanz-Vergel, A.I. (2014). Burnout and work engagement: The JD-R approach. Annual Review of Organisational Psychology and Organisational Behavior, 1(1), 389-411.
9. Moen, P., Kelly, E.L., Fan, W., Lee, S.R., Almeida, D., Kossek, E.E., & Buxton, O.M. (2016). Does a flexibility/support organisational initiative improve high-tech employees’ well-being? Evidence from the work, family, and health network. American Sociological Review, 81(1), 134-164.
