Discussion
The average participant worked more than one job and more than a
standard 40-hour work week. Given that the median hours worked per
person was 41, 50% of survey participants worked more than a 40-hour
work week. The Occupational Safety & Health Administration \cite{osha2022} explains that long work hours lead to higher stress levels and increase
the risk of illnesses and injuries related to occupational hazards.
Research on worker fatigue and long working hours has been around for
over 15 years. One study from 2006 found that extended and irregular
hours led to stress, fatigue, and increased rates of smoking \cite{Johnson_2006}.
Over 70% of survey participants were between the ages of 26 and 41. One
survey question asked how many years a respondent had in the field.
However, this question was voided due to an error in the survey. Since
most survey participants were mid-career and well before retirement age,
we can infer that people experience burnout regardless of their age or
years in the workforce. More research is needed on this topic.
This study aimed to determine who experiences burnout and why - not if
zoo & aquarium professionals experience burnout at all. Therefore,
there is some selection bias in the individuals that responded to the
survey. The invitation included that the study was researching burnout.
Therefore, people already experiencing burnout may have felt more
inclined to participate. Still, over 90% of participants reported that
they had experienced burnout while working at a zoo or aquarium.
Most participants had a household income of $30,000 to $44,999 while
supporting themselves. The Massachusetts Institute of Technology’s
living wage calculator (2022) states that South Dakota has the lowest
living wage in the United States at $14.85 per hour or $30,888
annually. In 2021, Janzen and Hellsten found a correlation between low
household income and greater psychological distress, a factor that can
contribute to burnout \cite{Janzen_2021}.
Altogether, the long working hours, low household income, and physically
and emotionally demanding workload create working conditions associated
with burnout. Results from the survey reported these conditions.
Therefore, it is unsurprising that over 90% of the 616 survey
participants reported experiencing burnout. This study aimed to dig in
further and discover burnout’s underlying causes and effects.
Since 2020, zoos and aquariums have seen a push to increase the number
of diverse employees \cite{k2021}. Most of these efforts have been
through social media campaigns, blog articles, and heavy recruitment.
However, even if facilities hired more individuals from historically
marginalized communities, the results from this survey suggest that
those who identify as Black, Indigenous, and people of colour (BIPOC)
are significantly more likely to leave the field because of burnout.
The results showed that participants who experienced some form of harassment and discrimination in their workplaces were significantly more likely to experience burnout. Previous research in the medical field has shown that discrimination, abuse, and sexual harassment are associated with high levels of burnout in women working in the medical field \cite{Hu_2019}. When discussing ways to prevent burnout, organizations must include harassment and discrimination.
While zoos and aquariums might partake in harassment and discrimination training, \citet{a2019} found that the results of these trainings typically do not last long. They explain that changes to organizational culture must be systemic and come from internal sources. A 2016 report by the U.S. Equal Employment Opportunity Commission \cite{eeoc} showed that only 30% of employees that experience harassment and discrimination make an internal report. Organizations can work to change these statistics by creating a learning culture for all employees, promoting clear communication between all levels of staff, and demonstrating these changes top-down.
People from historically marginalized communities face numerous barriers
in the zoo and aquarium industry. Not only is there a substantial
financial barrier to gaining experience and gaining entry \cite{h2022}, but once an individual enters the field, their experiences can
quickly lead to burnout. The results from this study suggest that
efforts to retain and support employees from historically marginalized
groups should be focused on addressing burnout.
Previous research has indicated that organizational leadership can significantly impact burnout\cite{Shanafelt_2015}. Things like poor communication, lack of support, lack of recognition, and a hostile work environment are just a few factors that have shown a correlation to burnout in healthcare professionals. The World Health Organization describes burnout symptoms as low energy, feeling negative about a job, and stress that results directly from the workplace. The statements listed in Table 8 summarize these factors and symptoms.
People who experienced stress, anxiety, and a lack of energy more frequently – both at work and home – were more likely to experience burnout and leave their jobs. The people who reported feeling supported and valued by their leaders and team, were recognized for their accomplishments, and had enough energy to complete their tasks were significantly less likely to experience burnout and leave their job.
The results of this section suggest a few options for leaders to work on to prevent burnout in their staff. Leaders can work to create a more positive work experience by clearly demonstrating support, appreciation, and recognition for their staff. There are many ways to accomplish this; not every staff member wants to be recognized similarly. Organizations should research ways to recognize and appreciate their staff by directly polling them.
Additionally, employers should look for ways to reduce the physical and mental energy required for staff to complete their jobs. Careers at zoos and aquariums can often be very physically involved. While the responsibilities and tasks of these jobs cannot be easily changed, the percentage of time employees spend doing these tasks can change. This could be accomplished by hiring additional staff to reduce the workload, shifting responsibilities so leaders and managers take on more physical tasks, and discussing with team members what tasks require the most energy for them as individuals.