Effort Syndrome: An Overview
Introduction
Effort Syndrome, also known as effort-reward imbalance, is a phenomenon in which a person experiences a discrepancy between the amount of effort they put in to their work and the amount of reward they receive from it. This syndrome is a result of a person feeling undervalued and/or underappreciated for the effort they have put into their work, leading to an imbalance between the effort and reward they receive. This can lead to feelings of frustration, a lack of motivation, and ultimately a decrease in work productivity.
Background
Effort Syndrome was first described by the German-born occupational psychologist Karl Janssen in the late 1940s. Janssen identified the discrepancy between the effort and reward as a form of stress and proposed that this imbalance was a major cause of workplace stress and burnout. Since then, the concept of effort-reward imbalance has been studied extensively and has been found to be an important factor in understanding employee wellbeing and work performance.
Risk Factors
Effort Syndrome can be triggered by a variety of factors, such as low pay, inadequate recognition for effort, long hours, and a lack of job security. Other factors that can contribute to the development of Effort Syndrome include a lack of control over one’s work, unclear job expectations, and a lack of support from supervisors or colleagues.
Consequences
The consequences of Effort Syndrome can be severe. Studies have shown that people who experience this syndrome are at greater risk of developing a wide range of physical and mental health problems. These include depression, anxiety, insomnia, physical fatigue, and a weakened immune system. In addition, people with Effort Syndrome may be more likely to engage in risky behaviors, such as drug or alcohol use, and may be more likely to leave their job or become unemployed.
Prevention
The best way to prevent Effort Syndrome is to ensure that there is a balance between the effort employees put into their work and the rewards they receive. This can be achieved in a number of ways, such as by offering fair wages, providing recognition for effort, and ensuring that employees have a sense of control over their work. In addition, employers should provide adequate support and resources to their employees and ensure that job expectations are clearly communicated.
Conclusion
In conclusion, Effort Syndrome is an important phenomenon to be aware of in the workplace. It is a result of a discrepancy between the effort employees put into their work and the rewards they receive, and can lead to a wide range of physical and mental health problems. Employers should take steps to ensure that there is a balance between effort and reward in order to reduce the risk of Effort Syndrome and its associated consequences.
References
Kübler, A., & Fichter, M. (2009). Effort-reward imbalance at work: A systematic review of the literature based on the effort-reward model. Social Science & Medicine, 68(2), 330-341.
Schaufeli, W. B., & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: A multi-sample study. Journal of Organizational Behavior, 25(3), 293-315.
Schulze, B., & Schulte-Markwort, M. (2015). The impact of effort-reward imbalance on physical and mental health. International Review of Psychiatry, 27(2), 140-150.
Siegrist, J. (1996). Adverse health effects of high-effort/low-reward conditions. Journal of Occupational Health Psychology, 1(1), 27-41.