Which is more common in Generation Z: burnout or boredom?

Introduction: Conspicuously, individuals in the younger workforce cohort exhibited a higher proclivity for temporarily discontinuing work (by a margin of 10 percentage points) or facing job losses or business closures (by nine points) compared to their older counterparts. This disparity may stem from the prevalence of younger workers engaged in entry-level or part-time positions. The compounding factor of entering the workforce amidst the Great Recession has likely amplified the economic and emotional burdens during the ongoing pandemic. The enduring repercussions of this crisis on the prime career-building and wealth-accumulating years of the younger demographic may take considerable time to fully comprehend. Elevated levels of negative emotions were pervasive across the workforce in 2020, with heightened instances of anger and stress particularly pronounced among those under 40. Daily concerns, stressors, anger, and sadness reached unprecedented levels among global employees, transcending the physical health crisis to manifest as a mental health crisis. This predicament appears more acute for younger workers, who reported a higher stress rate (44%) than their older counterparts (42%) during the inaugural year of the pandemic. Of greater concern, a larger proportion of employees under 40 experienced anger on the preceding day (26%) compared to their older counterparts (22%). It is noteworthy that negative emotional trends had been on an upward trajectory for all workers even before the pandemic. While the pandemic may have contributed to the observed increase, this phenomenon cannot be solely attributed to it, as evidenced by the persistent rise over time. Recent findings also reveal that younger workers were more likely to report significant impacts from the COVID-19 pandemic, such as reduced income, diminished work hours, temporary work stoppages, or job losses.

Additionally, environmental, social, and governance (ESG) factors, found that younger employees were more inclined to perceive corruption within businesses and expressed lower satisfaction with environmental preservation efforts in their respective countries. A noteworthy 72% of workers under 40 perceived business corruption as widespread, compared to 67% among those aged 40 and older. Further differentiating the generational landscape, employees under 40 exhibited lower workplace engagement and overall wellbeing compared to their older counterparts. The nuanced interplay between the generational disparity in COVID-19 life impact and the prevalence of negative daily emotions aligns with the slightly diminished employee engagement among those under 40 (18% engaged) versus their older counterparts (21% engaged). Similarly, a lower percentage of the younger demographic reported "thriving" wellbeing (31%) compared to their older counterparts (33%). Recognizing the pivotal role wellbeing plays in organizational dynamics, it becomes evident that disengaged and suffering employees, grappling with challenges such as loneliness, financial insecurity, or health issues, are unlikely to contribute optimally to their workplaces. This scenario can lead to burnout, attrition, and negative word-of-mouth sharing. Consequently, the imperative for organizations is underscored by the reality that a majority of employees are not engaged at work, with approximately two-thirds not thriving. Notably, prior to the pandemic, it was found that the foremost expectation of both Gen Z and millennials from their employers was a genuine concern for employee wellbeing. The pandemic has only heightened the significance of wellbeing, transforming it from a mere perk or benefit to a fundamental expectation for employees to be invested in their work.

Let’s begin, what is even a burnout?

Burnout, characterized by feelings of depletion, cynicism, and emotional distance arising from a perceived lack of impact or autonomy in the workplace, is an experience that many individuals have encountered at various points in their professional lives. This sensation manifests as a pervasive weariness from the moment one awakens, compounded by extended hours spent in front of a computer without tangible accomplishments. The transition from work to home merely unveils an additional set of demanding tasks, creating a perpetual cycle of taxing responsibilities that extends into personal life. Such emotional states may result in impatience, withdrawal, or irritability towards those one holds dear, indicative of the potential presence of burnout.

One conceptualization posits burnout as an occupational phenomenon, a cumulative condition that develops over time due to a chronic imbalance between the demands of the job and the resources available to meet them. This imbalance is defined by an excess of tasks without corresponding tools, time, or energy to address them effectively. The nature of the tasks need not be overwhelmingly numerous; even the inability to accomplish a single task can contribute to the isolating sentiments associated with burnout, distinct from ordinary fatigue or the anticipation of a respite.

The widespread nature of burnout is underscored by a global survey conducted between February and April 2022, encompassing nearly 15,000 employees and 1,000 HR decision-makers across 15 countries. The findings revealed that, on average, one in four employees, spanning diverse demographics and geographical locations, reported experiencing symptoms indicative of burnout according to the Burnout Assessment Tool.

The impact of burnout extends beyond the immediate realm of the workplace, profoundly affecting an individual's well-being. Characterized by core symptoms including exhaustion, mental distancing, cognitive impairment, and emotional impairment, burnout is intricately linked to adverse brain health symptoms such as anxiety or depression. These mental health ramifications, in turn, may escalate into more severe conditions, highlighting the urgent need for addressing and mitigating burnout in the professional sphere.

Now, it’s correlation with boredom…

While burnout and boredom are distinct psychological experiences, they can share some connections, particularly in the context of work-related stress and dissatisfaction. Burnout is often associated with feelings of exhaustion, cynicism, and emotional detachment resulting from chronic workplace stress and a perceived lack of control or impact. On the other hand, boredom is characterized by a sense of disinterest, lack of engagement, and dissatisfaction with one's current activities.

In some cases, burnout can arise from a prolonged state of dissatisfaction and disengagement, which may also be linked to feelings of boredom. If individuals find their work consistently unstimulating or monotonous, it can contribute to a sense of ennui and disconnection. The chronic experience of boredom at work may lead to a diminished sense of purpose, contributing to burnout over time.

Conversely, burnout can exacerbate feelings of boredom. As individuals become emotionally drained and disengaged from their tasks, the work may feel increasingly mundane and unfulfilling, leading to a cycle where boredom and burnout reinforce each other.

It's crucial to recognize that while there may be correlations between burnout and boredom, they are distinct concepts with different underlying causes and manifestations. Addressing these issues often requires tailored strategies – for burnout, it may involve promoting a healthier work environment, providing support, and fostering a sense of autonomy; for boredom, it may involve introducing variety, challenges, and opportunities for skill development in the work tasks. Understanding and addressing both burnout and boredom is essential for promoting overall well-being and satisfaction in the workplace.

"Boreout is chronic boredom. That sums it up," succinctly expresses Lotta Harju, an assistant professor of organizational behavior at EM Lyon Business School in France, who has dedicated years to studying this phenomenon.

Chronic boredom, as encapsulated by boreout, can be triggered by various factors. These may include working within a demoralizing physical environment, such as a cubicle farm, or enduring an extended period of feeling consistently under-challenged in one's professional responsibilities. However, Harju underscores that the fundamental essence of boreout lies in the experience of meaninglessness—the pervasive feeling that the work lacks purpose, devoid of any intrinsic point or significance. In this context, the absence of a sense of meaning or purpose becomes a central aspect of the boreout experience, differentiating it from mere temporary boredom or dissatisfaction.

Ruth Stock-Homburg, a professor of management and human resources management at the Technical University of Darmstadt in Germany, has observed the boreout phenomenon across various industries. Her observations extend from quiet hours in retail stores, where employees stand idly due to lack of activity, to taxi drivers waiting for extended periods in quiet countryside moments. Even tech workers in Silicon Valley have conveyed similar sentiments, expressing a sense of boredom. Stock-Homburg and her colleagues have delineated three primary aspects of the boreout phenomenon: the experience of being terribly bored, encountering a crisis of growth, and facing a crisis of meaning. These dimensions collectively characterize the multifaceted nature of the boreout experience.

While occasional bouts of boredom at work are considered normal, chronic and prolonged periods of boredom should prompt individuals to address the issue, according to Harju. Neglecting to do so can lead to significant consequences. In 2014, Harju contributed to a study examining over 11,000 workers across 87 Finnish organizations, revealing that chronic boredom significantly increased the likelihood of employees expressing turnover intentions, contemplating early retirement, reporting poor self-rated health, and exhibiting symptoms of stress. Subsequent research further supports these findings. A 2021 study focusing on 186 government workers in Turkey who suffered from boreout found correlations with depression, high levels of stress, and anxiety. Moreover, the impact of boreout-induced depression is not confined to the office, as it can extend into individuals' personal lives, contributing to physical ailments ranging from insomnia to headaches. These studies collectively underscore the importance of recognizing and addressing boreout, as its repercussions extend beyond the immediate workplace environment and into broader aspects of individuals' well-being.

Consider a scenario in a technology-driven startup where a group of Generation Z employees, eager to make a mark in the industry, faces intense competition, long working hours, and a constant need to stay updated with rapidly evolving technologies. The company's culture prioritizes ambitious goals, innovative projects, and a relentless pursuit of success. Over time, the pressure to meet high expectations, coupled with a lack of work-life balance, contributes to increased stress levels among these young employees. In this case, burnout becomes prevalent as the relentless pursuit of success, coupled with the constant fear of falling behind, leads to emotional exhaustion, cynicism, and decreased performance. The pervasive nature of burnout in this high-stakes environment reflects a broader trend among Generation Z workers who often grapple with the challenges of balancing ambition with well-being. It is important to note that individual experiences within a generation can vary, and some members of Generation Z may indeed face significant bouts of boredom in certain contexts. However, the prevailing societal and workplace dynamics, including the emphasis on achievement and the fast-paced nature of contemporary life, contribute to a higher likelihood of burnout among Generation Z as they navigate the challenges of the modern professional landscape.

contemporary context

The recent research conducted by Aalto University sheds light on a novel perspective regarding the phenomenon popularly known as "Zoom fatigue." Contrary to initial expectations, Assistant Professor Niina Nurmi, who spearheaded the study, discovered that the reported exhaustion in remote meetings did not primarily stem from stress or mental overload, as commonly presumed. Instead, the study suggests that the prevalent fatigue was more closely associated with what was termed as mental underload, marking a distinctive departure from conventional assumptions.

This distinction between stress-induced fatigue and mental underload is deemed crucial, as it presents divergent challenges necessitating unique solutions. Recognizing and accurately characterizing the root cause of exhaustion becomes pivotal in formulating effective strategies to address the issue. The study challenges the prevailing tendency to label all forms of fatigue as "burnout" without discerning the specific dynamics at play. Merely attributing it to a general state of affairs does not contribute to meaningful improvements or tailored interventions.

In essence, the findings prompt a reconsideration of the prevailing narrative surrounding remote work-related fatigue, emphasizing the importance of nuanced insights to enhance our understanding of the intricacies involved. Dr. Ritz, a consultant counseling psychologist, underscores the profound and debilitating nature of burnout, emphasizing its impact on the daily functioning of individuals at work. As she articulates, the ability to perform tasks diminishes to an extent where it becomes seemingly impossible. What was once a source of purpose and joy in a job can transform into an experience marked by feelings of dread, depersonalization, and a notable reduction in personal accomplishment. This characterization illuminates the severity of burnout, highlighting that it extends beyond mere workplace stress. Cotton adds a layer of nuance by suggesting that while many people may have experienced intense pressure at work, a far smaller number may actually meet the true definition of burnout, which involves profound exhaustion and depletion. This observation prompts reflection on the possibility that burnout might be over-diagnosed, potentially diluting its true gravity in common discourse.

Dr. Alexandra Dobra-Kiel, a behavioral scientist and workplace expert, attributes the growing misdiagnosis of burnout to a confluence of pressures affecting employees. The shift to remote work, although offering flexibility, introduces new challenges such as difficulty in delineating boundaries between work and personal life, technology-related stress, and a heightened sense of loneliness. The interplay of these factors contributes to an environment where burnout may be inaccurately diagnosed.

Georgina Fairhall, the founder and CEO of WAC, a worker-tech app for hourly-paid workers, suggests that changes in work culture may be contributing to a widespread psychic crisis. She points out that individuals may self-diagnose burnout when, in reality, they are experiencing stress from constant availability and a lack of clear separation to maintain a work-life balance. The contemporary landscape, with work emails juxtaposed with dating apps and professional messages blending into social invitations, blurs the lines between professional and personal spheres, making it challenging for individuals to truly disconnect. This phenomenon raises the question of whether true relaxation and mental respite are becoming increasingly elusive in a hyperconnected world.

The Fix

• Addressing boreout can be challenging, especially since individuals often recognize it only after experiencing chronic boredom for a considerable period. Unlike burnout, where employees may collapse due to exhaustion, those affected by boreout may physically be present but lack engagement and motivation, enduring this state for an extended duration, according to Harju.
• Employees grappling with boreout might hesitate to bring it to the attention of line managers or human resources. Harju notes that behaviors leading to burnout, such as overwork and drive, are often appreciated and rewarded by employers, while boreout reflects a lack of interest and motivation, which are deemed taboo in many organizations. Quick fixes for boreout include taking on tasks that align more with an individual's interests or finding purpose and inspiration in one's work. However, Harju's 2016 study indicates that people experiencing boreout are less likely to engage in constructive activities like seeking new and interesting challenges at work. In many cases, individuals dealing with boreout may resort to activities like online shopping, cyberloafing, chatting with colleagues, or planning non-work-related activities. Harju emphasizes that these individuals are not lazy but are employing these behaviors as coping mechanisms.
• Fahri Özsungur, an associate professor of economics at Mersin University, Turkey, who conducted a 2021 study on the health effects of boreout, emphasizes that combatting boreout is not solely the responsibility of the individual. Management plays a crucial role in creating an office culture that fosters a sense of value and meaning. Özsungur suggests making minor changes to job tasks to make them more enjoyable and creating an awareness of boreout within organizations, providing resources to address it. While some jobs may inherently lack stimulation, Harju notes that aspects such as positive workplace relationships and feeling appreciated by the employer can compensate to some extent for tedious work. She emphasizes the importance of leadership in preventing boreout, advocating for good leadership practices where leaders communicate the value of employees' work and offer support, such as career development schemes. Ultimately, preventing boreout requires a holistic approach that involves both individual efforts and organizational support.
• Discussing boreout is particularly relevant in the current landscape as people reevaluate their employment choices amid the pandemic. The global crisis has provided an opportunity for individuals to reassess the meaning and fulfillment they derive from their work. Boreout, the experience of chronic boredom at work, has gained prominence as a topic of discussion, especially in the context of the cultural norm that emphasizes the expectation of fulfillment and interest in one's job. While the notion of finding a job unfulfilling is not new, the modern emphasis on individual fulfillment and interest in work adds a layer of significance. Lotta Harju points out that this cultural norm is reinforced by how jobs are marketed and by the discourse in books and social media.
• In the ongoing efforts to reshape the workplace based on lessons learned during the pandemic, experts advocate for including boreout in the conversation alongside topics like burnout, presenteeism, work-life balance, remote work, and workplace inequalities. Harju stresses the need for a shift in thinking about employee well-being beyond just stress and burnout, suggesting that boreout broadens our understanding of the challenges individuals face at work.
• Harju identifies boreout as a "signature syndrome" of the pandemic, fueled by the monotony of Zoom meetings and the confinement to the same physical space. She hopes that the trends related to boreout will prompt organizations to reconsider their human resource philosophies and policies, fostering a more sustainable work environment in the post-pandemic era. If individuals believe that boreout is significantly impacting their health, both physically and mentally, it becomes valuable to consider redirecting their career path toward something more fulfilling. Seeking advice from mentors, career counselors, or friends and family can be instrumental in this process. Harju suggests that trial and error may be the most effective way for individuals to discover what works best for them, as they acquire new skills, gain perspectives, and potentially transition into different careers or roles within organizations in response to the cues provided by boreout.

Conclusion

On one hand, burnout is recognized as a pervasive issue, especially in the context of high-pressure work environments, increased expectations, and the impact of the COVID-19 pandemic on younger workers. Reports indicate that younger employees, including those from Generation Z, have experienced elevated stress levels, negative emotions, and challenges in maintaining work-life balance. Burnout is linked to factors such as overwork, the competitive nature of the job market, and the emotional toll of the pandemic.

On the other hand, boredom, particularly in the form of boreout, is highlighted as an emerging concern. The shift to remote work and changes in work culture during the pandemic have introduced new challenges, including difficulty in finding purpose or meaning in one's tasks. Chronic boredom, characterized by a lack of engagement and motivation, is identified as a potential consequence, affecting individuals across various industries.

While both burnout and boredom are acknowledged, burnout seems to be more extensively discussed and recognized as a significant issue in the contemporary workplace, especially in the context of Generation Z. The prevailing emphasis on high achievement, coupled with the fast-paced nature of modern life, contributes to an environment where burnout is more commonly reported and discussed. However, it is crucial to acknowledge that individual experiences within a generation can vary, and both burnout and boredom are complex phenomena influenced by a range of factors.