Jefferson Rajah (2021) Dynamics of Passion Burnout
2f8ce032-a517-41af-9d65-f200e054433e
isee systems, inc.
Stella Architect
0
12
32
1
dmnl
unitless
fraction
hr
hour
mo
month
The cumulative number of tasks that sits on the worker's desk or backlog that has to be cleared by them. It is accumulated by the Workload Addition, and decreased by the Workload Removal.
Initial_Workload
Workload_Addition
Workload_Removal
Tasks
This outflow is the rate at which the worker clears their workload and is simply given by the worker's productive output.
Productive_Output
Tasks/Months
This inflow is the rate at which the worker receives additional work each month.
When the Normal Job Scope Switch is turned on, then the Workload Addition is simply the normal productivity per month, which represents the normal tasks expected from them as part of their usual job scope. When this Switch is turned off, then the worker's Work Addition is determined by a certain capacity utilisation multiplied by the normal productivity.
When the Role Overload Policy Switch is turned on, then the worker experiences role overload as per the baseline scenario. Here the workload addition is determined by the normal productivity multiplied by the Expected Capacity Utilisation, denoting an expansion of the job scope above normal.
When the Role Overload Policy Switch is turned off, then the worker experiences a controlled overload as per the Controlled Overload scenario. Here, the workload addition is determined by the normal productivity multiplied by the Controlled Overload Capacity Utilisation, denoting an a more measured expansion of the job scope above then normal.
IF SWITCH_Normal_Job_Scope=0
THEN
SWITCH_Role_Overload_Policy*
Normal_Productivity_per_Month *Expected_Capacity_Utilisation
+
(1-SWITCH_Role_Overload_Policy)*Normal_Productivity_per_Month*"Controlled_Overload_Capacity_Utilisation_(Policy)"
ELSE Normal_Productivity_per_Month
Tasks/Months
The Expected Capacity Utilisation represents the extent to which the Organisation expands the worker's job scope given their perception of the worker's efficacy at any point in time.
When the organisation perceived the worker to be average (efficacy=1), then organisation adds 1.5 times the normal job scope to the worker's workload. This value was chosen to represent the situation of nonprofits where they are often under-resourced and understaffed, thus having the propensity to overwork their employees as a default. When the efficacy is less than 1, then the employee is deemed incompetent, and their expected utilisation decreases decreasingly from 1.5 to 1 (i.e. they are just expected to just do their normal job scope). If the worker is perceived to be very effective at their job (efficiacy >1), then the organisation quickly expands their job scope up to a maximum of 2 (i.e. the person is expected to do a whole other person's job).
Organisational_Perception_of_Efficacy
1,1.018,1.0474,1.119,1.269,1.5,1.731,1.88,1.953,1.982,2
Dimensionless
The worker's normal productivity per month: the number of the tasks the worker can clear on average in a month. In other words, it serves as the reference point for the normal productive output in per month.
Normal_Hours_Worked_per_Month*Normal_Productivity_per_Hour
Tasks/Months
The normal working hours that is demanded from the job is assumed to be the standard 40-hour work week multiplied by the number of weeks in a month.
40*4
Hours/Months
It is assumed, for simplification, that on average a worker is normally able to produce an output of 1 task an hour. I do not discriminate for task complexity.
1
Tasks/Hours
This stock represents the actual number of hours the worker worked per month at a certain number point in time. It accumulates the adjustment of the number of hours worked per month to the desired number.
Normal_Hours_Worked_per_Month
Hours_Adjustment
Hours/Months
This bi-flow adjusts the number of actual hours worked per month to the desired number of hours worked per month over a certain adjustment time. If the current working hours per month is less than desired, it adjusts the hours worked upwards. If the current working hours is more than the desired, it adjusts the hours worked downwards. In other words, it has an explicit goal of equilibrating the actual hours worked to the desired hours worked.
(Maximum_Desired_Hours_Worked_Per_Month-Hours_Worked_per_Month)/Time_to_Adjust_Hours_Worked
Hours/Months/Months
The number of tasks or workload the worker perceives they have to clear. It is assumed that the worker takes stock of the backlog every week in order to plan his weekly schedule for clearing the workload.
SMTH1(Workload_Level, Time_to_Perceive, Workload_Level)
Tasks
The delay time for the worker to perceive the amount of workload they have, the amount of output they have produced as well as make comparisons and judgments on such matters is assumed to be 1 week. The idea is that the worker reflects on their progress and feelings related to that on a weekly basis.
1/4
Months
Given that the workers perceives the number of months worth of tasks that they have to clear, they now calculate how many total work hours is needed from them to clear the backlog.
Time_Needed_to_Clear_Workload*Normal_Hours_Worked_per_Month
Hours
The adjustment time taken for the worker to adjust the number of hours worked per month. It denotes how quickly they adjust the working hours. In this case, it is assumed to be 1 week, meaning the worker adjusts the working hours to the desired hours on a weekly basis.
1/4
Months
This converter calculates how many months worth of work is in the workload backlog that has yet to be cleared by the worker.
Perceived_Workload/Normal_Productivity_per_Month
Months
The number of working hours that is required of the worker to clear workload in order to meet their target of 1 month clearing time.
Hours_Worked_Needed_to_Clear_Workload/Desired_Time_to_Clear_Workload
Hours/Months
The target for how soon the worker desires to clear everything in the backlog. The assumption here is that the worker is a "highballer" and very passionate; hence always hoping to clear the backlog within a month.
1
Months
This variable is the multiplier on the hours worked adjustment above the normal working hours given the worker's passion level. The idea is that the more passionate the worker is, the more willing they are to work beyond the standard working hours.
When the worker's passion level is 0.5 or less, then they are only willing to work the standard work week and nothing more. This is derived based on logic, if I do not feel passionate, I will not work beyond remunerated hours. As passion level increases above 0.5, the willingness to work beyond the norm increases increasingly. However, there is a limit to the growth in multiplier: in this case, 2.25 times the normal which is 360 hours/month. This serves as the maximum practical limit which is assumed as working a total of 12 hours a day for every day of the month. Hence, the willingness increases decreasingly towards the maximum limit as the passion level increases to maximum.
Passion_Level
1,1.022,1.059,1.149,1.336,1.625,1.914,2.101,2.191,2.228,2.25
Dimensionless
Despite desiring to clear the workload within the target time, there are always practical limits to the number of hours one can work. This converter uses a MIN function to always take the smaller of the two desired working hours: the actual desired hours or the practical limit to desired hours.
Moreover, there are two possible inputs for the practical limit. When the Adjustment from Energy Policy Switch is off, then the practical limit is given by the willingness of the worker to work above or below the normal hours given a certain passion level. When the Switch is on, then the practical limit is given by both the willingness of the worker to adjust the working hours upwards or downwards given a certain passion level AND energy level.
(1-SWITCH_Adjustment_from_Energy_Policy)*MIN(Desired_Hours_Worked_Per_Month, Normal_Hours_Worked_per_Month*Effect_of_Passion_on_Maximum_Hours_Worked)
+
SWITCH_Adjustment_from_Energy_Policy*MIN(Desired_Hours_Worked_Per_Month, Normal_Hours_Worked_per_Month*Effect_of_Passion_on_Maximum_Hours_Worked*"Effect_of_Energy_on_Maximum_Hours_Worked_(Policy)")
Hours/Months
Productive Output is the number of tasks per month that is actually produced by the worker. It is given by the actual number of hours worked multiplied by the normal productivity as well as external stressors that affect the normal productivity.
Normal_Productivity_per_Hour*Hours_Worked_per_Month*Energy_Level_Effect_on_Productivity*Effect_of_Work_Overload_on_Productivity
Tasks/Months
The normal rate of recovery the worker experiences, living their normal social and work life. This value is a calibrated estimate based on the reference mode. Nevertheless, it is reasonable to assume the over the course of a month, without external stressors, a person normally is able to recover about 80% of their energy.
0.8
dimensionless/Month
The normal rate of depletion the worker experiences, living their normal social and work life. This value is a calibrated estimate based on the reference mode. Nevertheless, it is reasonable to assume the over the course of a month, without external stressors, a person normally loses about 20% of the energy.
0.24
dimensionless/month
This converter acts as a limit to further Energy Recovery when the Energy Level is high(>0.8). It prevents the Energy Level from going above 1 since the maximum is defined as 100% energy. As the Energy level increases 0.8, the Energy Recovery rate is decreased increasingly towards zero. This model formulation is adapted from Homer's (1985) burnout model.
Energy_Level
1,0.991,0.977,0.957,0.926,0.881,0.813,0.712,0.561,0.336,0
Dimensionless
This converter acts as a limit to further Energy Depletion when the Energy Level is low (<0.2). It prevents the Energy Level from going below 0 since there is no such thing as negative energy level. As the Energy level decreases below 0.2, the Energy Depletion rate is decreased increasingly towards zero. This model formulation is adapted from Homer's (1985) burnout model.
Energy_Level
0,0.336,0.561,0.712,0.813,0.881,0.926,0.957,0.977,0.991,1
Dimensionless
This variable is the multiplier or stressor on the normal energy recovery rate. The idea is that the more you work above the normal, the less you are able to recover normally given the added stress (vice versa).
When the Relative Hours Worked is 1, then there is no added stress on the normal energy recovery rate. When the ratio is more than 1, the energy recovery rate is stressed and thus brought below the normal rate. The effect decreases decreasingly to 0.2 as the ratio increases above 1. It does not go to 0 as it is assumed that the worker is still able to get some rest from sleeping, and thus is able to recover somewhat up to 20% of their normal energy recovery rate. When the ratio is less than 1, then, the normal energy recovery rate is able to increase decreasingly towards a maximum of 1.25 of it's normal. The maximum is set at 1.25 to imply a full recovery of 100% since the normal recovery rate is 0.8.
Relative_Hours_Worked
1.25,1.229,1.178,1.106,1,0.833,0.499,0.329,0.236,0.2
Dimensionless
This variable is the multiplier or stressor on the normal energy depletion rate. The idea is that the more you work above the normal, the more you deplete your energy above the normal (vice versa).
When the Relative Hours Worked is 1, then there is no added stress on the normal energy depletion rate. When the ratio is more than 1, the energy depletion rate is stressed above the normal rate to a maximum factor of 2.25. The maximum is set at 2.25 since the ratio will not go above this value given the maximum practical limit of hours worked assumed to be 360 hours. The stress factor increases decreasingly towards this maximum. When the Relative Hours Worked is less than 1, then the stress from normal working life on the normal depletion is consequently reduced. Hence, the effect of hours worked (or the stressor) decreases decreasingly towards 0.2 as the ratio falls below 1. The effect does not go to zero as eliminating working does not eliminate the normal energy depletion from daily life. Instead it is assumed that daily living account for about 20% of normal energy depletion.
Relative_Hours_Worked
0.24,0.26,0.331,0.512,1,1.43,1.893,2.118,2.205,2.25
Dimensionless
This variable is the stressor on the normal productivity of the worker given their energy level at any point in time.
The relationship is assumed to be a linear, and is adapted from Homer's (1985) burnout model. When the worker is completely drained (energy level =0), their productivity is 0. They are literally too exhausted to work. The worker's productive output is then adjusted linearly upwards to 1 (i.e. normal productivity) at 0.9 energy level. Here it is assumed that above 90% of energy, and individual will be physically capable of working at normal productivity - an assumption that is different from Homer's model.
Energy_Level
0,0.125,0.25,0.375,0.5,0.625,0.75,0.875,1
Dimensionless
This converter represents the ratio of the Hours Worked per Month and the Normal Hours Worked per Month. When the ratio is 1, then the Hours Worked per Month is at its normal rate. When the ratio is less than 1, then the Hours Worked per month, is lower than the normal rate. When the ratio is more than 1, then the Hours Worked per month, is more than the normal rate.
Hours_Worked_per_Month/Normal_Hours_Worked_per_Month
Dimensionless
This stock represents the energy level of the worker at any point in time. It is accumulated by Energy Recovery and depleted by Energy Depletion. The worker is assumed to be full of energy at the start of the time horizon. Hence, the initial value is 1, meaning the Energy level is at maximum at 100%.
1
Energy_Recovery
Energy_Depletion
Dimensionless
This inflow represents the rate at which the worker recovers their energy per month.
It is given as a normal depletion recover rate multiplied by a stressor from Hours worked as well as the limit to recovery. This formulation is adapted from Homer's (1985) burnout model.
Normal_Recovery*Limit_to_Recovery*Hours_Worked_Effect_on_Recovery
Dimensionless/Month
This outflow represents the rate at which the worker depletes their energy per month.
It is given as a normal depletion rate multiplied by a stressor from Hours worked as well as the limit to depletion. This formulation is adapted from Homer's (1985) burnout model.
Normal_Depletion*Limit_to_Depletion*Hours_Worked_Effect_on_Depletion
Dimensionless/Month
The number of tasks per month perceived to have produced. It is assumed that the worker takes stock of their output week.
SMTH1(Productive_Output, Time_to_Perceive, Productive_Output)
Tasks/Months
Professional Efficacy is defined as how effective a person is at their job. For this model, efficacy is assumed to be a relative measure of the worker's perceived output to the normal productivity level. It is a quantitative measure of performance, and does not discriminate for the quality of the output. When the ratio is 1, then the worker is average at their job. When the ratio is less than 1, the worker is incompetent or is performing badly at their job. When the ratio is more than 1, then the worker is very competent and is performing well.
(Perceived_Productive_Output/Normal_Productivity_per_Month)
Dimensionless
This stock represents the organisation's perception of the worker's perceived professional efficacy, and thus is an informational stock. The initial perception is 0, since the organisation has yet to form an opinion of the worker at the beginning.
0
Change_in_Organisational_Perception
Dimensionless
This bi-flow updates the Organisation's perception with new information on the Professional Efficacy of the worker over a delay time. It has an explicit goal of updating outdated information with a more current one.
(Perceived_Professional_Efficacy-Organisational_Perception_of_Efficacy)/Time_for_Others_to_Perceive
Dimensionless/Month
The delay time for the organisation to perceive the productivity of the worker. This constant is assumed to be one based on reason as most organisation have monthly staff meetings to update each other on their progress.
1
Months
The variable represents the erosion of the typical colleague's productive output as a response to the perception of the passionate worker's efficacy. The main assumption here is that the typical colleague is lazy and prefers to coast through if given the chance.
When the worker's efficacy is perceived to be 1 (average), then colleague work only at 85% of normal productive level. The assumption is that there is another average worker who could possibly pick up the slack. When the worker's efficacy is less than 1, and then the colleague increases their productivity decreasingly back towards normal productive level. However, if the worker is deemed to be very competent (efficacy >1), then the colleague decrease their productivity decreasingly to a minimum of 75% the normal level.
Organisational_Perception_of_Efficacy
1,0.996,0.988,0.97,0.933,0.85,0.817,0.78,0.762,0.754,0.75
Dimensionless
The typical colleague's productive output is given as the normal productivity level multiplied by the effect of the worker's efficacy on the colleague's output – when the colleague's output erosion switch is turned on. This simulates a scenario where the colleagues are lazy and adjust their productivity according to their perceptions of the passionate worker's efficacy.
When the switch is off, the erosion effect is nullified and the productive output is constant at normal level.
SWITCH_Colleague's_Output_Erosion*(Normal_Productivity_per_Month*Effect_on_Colleague's_Output)
+
(1-SWITCH_Colleague's_Output_Erosion)*Normal_Productivity_per_Month
Tasks/Months
The number of tasks per month perceived to have been produced by the typical colleague. This is perception is made by the worker of their colleague, and is assumed to have the same perception time since the worker is likely to compare how much they have done to their colleague as they take stock of their progress.
SMTH1(Colleague's_Productive_Output, Time_to_Perceive, Colleague's_Productive_Output)
Tasks/Months
Perceived Relative Performance is the ratio of the worker's Perceived Productive Output and the Perceived Colleague's Productive Output. It represents the comparison made by the worker to judge how hard they are working relative to their colleagues. When the ratio is 1, both the worker and colleagues are working equally hard. If the ratio is more than 1, then the worker is working harder than the colleagues. If the ratio is less than 1, then the worker is less productive than their colleagues.
Perceived_Productive_Output//Perceived_Colleague's_Productive_Output
Dimensionless
The relative salary is the ratio of the worker's salary to the median salary. When the ratio is 1, then the worker is paid the median salary. This is assumed to be a fair wage. When the ratio is less than 1, then the worker is underpaid or underemployed. When the ratio is more than 1, then the worker is paid above average.
Monthly_Salary/Median_Monthly_Salary
Dimensionless
Perceived Relative Performance is the ratio Work Addition per month and the Normal productivity per month. It represents the comparison made by the worker to judge how much more expected of them as compared to the normal job scope. When the ratio is 1, then the worker is expected to work normally. If the ratio is more than 1, then the worker's job scope has expanded above the normal. If the ratio is less than 1, then the worker's job scope is reduced below the normal.
Workload_Addition/Normal_Productivity_per_Month
Dimensionless
The perception of the worker of their actual relative capacity utilisation. It is assumed that the worker makes this comparison on a weekly basis.
SMTH3(Relative_Capacity_Utilisation, Time_to_Perceive, Relative_Capacity_Utilisation)
Dimensionless
This stock represents the Organisational Injustice level perceived by the worker at any point in time. It is accumulated by the Adjustment in Injustice Level over an adjustment time.
Indicated_Organisational_Injustice_Level
Change_in_Injustice_Level
Dimensionless
This bi-flow adjusts the Organisational Injustice Level to an Indicated level over a certain adjustment time. If the current level is less than the indicated level, it adjusts the worker's perceived injustice upwards. If the current level is more than the indicated level, it adjusts the worker's perceived injustice downwards. In other words, it has an explicit goal of equilibrating the Organisational Injustice Level to the Indicated Level.
(Indicated_Organisational_Injustice_Level-Organisational_Injustice_Level)/Time_to_Adjust_Organizational_Injustice
Dimensionless/Month
This variable defines the amount of injustice that is experienced for a certain value of perceived relative performance.
When the relative performance is more than 1, the worker experiences procedural injustice because they are being made to work harder than the colleagues. It is seen as a form of mismanagement of the organisation in managing lazy colleagues, and therefore decreasing the worker's morale. Procedural Injustice from Relative Performance is conceptualised as contributing to a maximum of 40% of total injustice perceived. Hence, the injustice felt increases increasingly initially and then increases decreasingly to a maximum of 0.4 when the relative performance is 2.
Perceived_Relative_Performance
0,0.007,0.019,0.048,0.108,0.2,0.292,0.352,0.381,0.393,0.4
Dimensionless
This variable defines the amount of injustice that is experienced for a certain value of relative salary to the median.
When the relative salary is less than 1, the worker experiences distributive injustice since they are underpaid relative to their cohort in other organisations or industry. Hence, it represents underemployment. Distributive Injustice from Relative Salary is conceptualised as contributing to a maximum of 20% of total injustice perceived. This has a lower weight than the other two sectors, since the worker already knew of this problem, but nevertheless accepted the job offer. The injustice felt increases exponentially when the relative salary is less than 1. The lower bound of the relative salary is set at 0.5, because we do not reasonably expect anyone to accept a job offer that pay less than half the median salary.
Relative_Salary
0.2,0.136,0.092,0.062,0.042,0.028,0.02,0.013,0.009,0.004,0
Dimensionless
This variable defines the amount of injustice that is experienced for a certain value of perceived relative utilisation.
When the relative utilisation is more than 1, the worker experiences distributive injustice because they are being made to work more than their normal job scope. It is considered a form of exploitation since the expansion of the job scope is not met with an increase in wages. Hence, the worker feels they are being unfairly remunerated. Distributive Injustice from Relative Utilisation is conceptualised as contributing to a maximum of 40% of total injustice perceived. Hence, the injustice felt increases increasingly initially and then increases decreasingly to a maximum of 0.4 when the relative performance is 2.
Perceived_Relative_Utilisation
0,0.007,0.019,0.048,0.108,0.2,0.292,0.352,0.381,0.393,0.4
Dimensionless
The indicated organisational injustice level is simply the total injustice adjustment from all three factors at any one point in time, mediated by the effect of passion on injustice – minimising the effect of injustice when the passion level is high.
Total_Injustice_Adjustment*Passion_Effect_on_Injustice
Dimensionless
This variable minimises the perceived organisational injustice whenever the Passion level is high (above 0.7).
The relationship is assumed to be a linear. When the passion level is at maximum, the worker is likely to completely overlook any injustice, reducing the indicated injustice level to 0. This minimising effect, decreases linearly as the passion level decreases, up to 0.7 when the minimising effect no longer holds.
Passion_Level
1,0.9,0.8,0.7,0.6,0.5,0.4,0.3,0.2,0.1,0
Dimensionless
TIME
0.824,0.840285714285714,0.910241758241758,0.962549450549451,0.989186813186813,0.998351648351648,1,0.99,0.873,0.529,0.225329670329671,0.0562087912087913,0,0,0
Dimensionless
TIME
0.2,0.154571428571429,0.0765054945054945,0.034,0.015,0.015,0.015,0.034,0.074,0.219769230769231,0.43721978021978,0.702703296703296,0.934527472527473,0.982857142857143,1
Dimensionless
This serves as the maximum practical limit to working hours, which is assumed as a total of 12 hours a day for every day of the month.
12*30
Hours
This converter is the ratio between the perceived workload and the workload the worker deems tolerable. When the ratio is less than 1, then there is no added stress on the worker as they believe that it is doable. When the ratio is more than 1, then the worker gets demotivated and deems it as an impossible workload to clear. In other words, the worker goes from eustress to distress beyond this point.
Perceived_Workload/Maximum_Acceptable_Workload_Level
Dimensionless
This variable is the stressor on the normal productivity of the worker given the perceived work overload.
When the ratio is more than 1, the workload is deemed to be practically impossible, and as such the worker is distressed and loses their motivation to work at normal productivity levels. Hence, their productivity decreases increasingly as the ratio goes above 1. As the ratio approaches 2, the worker's productivity decreases decreasingly to a minimum of 0.5. This minimum is assumed based on experience and reason. The worker cannot completely decrease their productivity as they still have to show up for work. Instead, they become more likely to work at half the productivity level by doing tasks more slowly or be distracted with other non-work related activities at work, such as the use of social media.
Relative_Workload_Level
1,0.991006895018954,0.976287063411217,0.940398538988941,0.865529289315002,0.75,0.634470710684998,0.559601461011059,0.523712936588783,0.508993104981046,0.5
Dimensionless
The total adjustment to indicated organisational injustice level from the three factors: relative performance, unfair remuneration and relative salary.
Injustice_Adjustment_from_Relative_Performance+Injustice_Adjustment_from_Relative_Salary+Injustice_Adjustment_from_Perceived_Unfair_Remuneration
Dimensionless
This is a policy switch for swapping out the Expected Capacity Utilisation with the Controlled Overload Capacity Utilisation. When the switch is off, the Workload Addition is dictated by the Controlled Overload scenario. When the switch is on, then, it is dictated by the Baseline scenario.
1
Dimensionless
This is a policy switch is used to cut out the effect of the organisation perception on colleague's productive output. When the switch is on, the Colleague erodes their productivity. When the switch is off, the Colleague's productive output is constant at normal level.
1
Dimensionless
This converter calculates the monthly salary of the worker at any point in time, given the increment over time.
(Initial_Salary+RAMP(Initial_Salary*Increment, 0))
SGD/Month
This converter calculates the monthly median salary at any point in time, given the increment over time.
Initial_Median_Salary+RAMP(Initial_Median_Salary*Increment, 0)
SGD/Months
Practical_Limit_to_Hours_Worked*Normal_Productivity_per_Hour
Tasks
This stock represents the Passion level of the worker at any point in time. It is accumulated by Passion Gain and depleted by Passion Loss. The worker is assumed to have a high level of passion prior to starting the job, but not maximum since they are still new to the job and sector. Hence, the initial value is estimated to be at 0.8.
0.8
Passion_Gain
Passion_Loss
Dimensionless
This stock represents the Turnover Intention level of the worker at any point in time. It is accumulated by the Adjustment in Turnover Intention over an adjustment time. Turnover Intention is formulated as an inverse of the Passion. Hence, the initial value is taken as 0.2, given the earlier assumption that Passion starts at 0.8.
0.2
Adjustment_in_Turnover_Intention
Dimensionless
This bi-flow adjusts the Turnover Intention Level to an Indicated level over a certain adjustment time. If the current turnover intention is less than the indicated level, it adjusts the worker's intention upwards. If the current turnover intention is more than the indicated level, it adjusts the worker's intention downwards.. In other words, it has an explicit goal of equilibrating the Turnover Intention level to Indicated Level.
(Indicated_Turnover_Intention-Turnover_Intention_Level)/Time_to_Adjust_Turnover_Intention
Dimensionless/Month
It is assumed that turnover intention is inversely correlated to passion level, whereby any drop in passion level is expected to have corollary gain in turnover intention, vice versa.
Passion_Level
1,0.9,0.8,0.7,0.6,0.5,0.4,0.3,0.2,0.1,0
Dimensionless
The adjustment time taken for the worker to adjust the turnover intention to the indicated level. In this case, it is assumed that the worker takes time to contemplate changes in Passion Level, whether it is a trend prior to adjusting the turnover intention. This is estimated to be 1 month based on the reference mode.
1
Months
This inflow represents the rate at which the worker experiences passion gain per month. The inflow is simply the passion gain adjustment over an adjustment time, that is multiplied by the limit to prevent the passion stock from increasing beyond 1.
((Passion_Gain_Adjustment_from_Professional_Efficacy)/Time_to_Adjust_Passion)*Limit_to_Passion_Gain
Dimensionless/Months
This variable defines the amount of passion gain that is experienced for a certain value of perceived professional efficacy at any point in time.
When the perceived professional efficacy is more than 1, the worker perceives themselves to be an effective worker contributing to the social cause. In other words, the positive contribution increases the Passion level. Passion Gain from efficacy increases rapidly as efficacy increases beyond 1, and the gain slows down towards a maximum of 0.5. Here it is assumed that any point in time, the maximum gain in passion is 50%.
Perceived_Professional_Efficacy
0,0.168,0.28,0.356,0.406,0.44,0.463,0.478,0.489,0.495,0.5
Dimensionless
This converter acts as a limit to further Passion Gain when the Passion Level is high(>0.8). It prevents the Passion Level from going above 1 since the maximum is defined as 100%. As the Passion level increases above 0.8, the Passion Gain rate is decreased increasingly towards zero. This model formulation is adapted from Homer's (1985) burnout model.
Passion_Level
1,0.946,0.872,0.778,0.662,0.528,0.372,0.196,0
Dimensionless
This converter acts as a limit to further Passion Loss when the Energy Level is low (<0.2). It prevents the Passion Level from going below 0. As the Passion level decreases below 0.2, the Passion Loss rate is decreased increasingly towards zero. This model formulation is adapted from Homer's (1985) burnout model.
Passion_Level
0,0.196,0.372,0.528,0.662,0.778,0.872,0.946,1
Dimensionless
The adjustment time taken for the worker to adjust the passion level. This is estimated to be 1 month.
1
Months
This outflow represents the rate at which the worker experiences passion loss per month.
((Passion_Loss_Adjustment_from_Professional_Efficacy+Passion_Loss_Adjustment_from_Organizational_Injustice)/Time_to_Adjust_Passion)*Limit_to_Passion_Loss
Dimensionless/Months
This variable defines the amount of passion loss that is experienced for a certain value of perceived organisational injustice at any point in time.
When the organisational injustice level is more than 0, it drains drains the Passion level. Passion Loss from perceived injustice increases rapidly as injustice level increases above 0, and the loss slows down towards a maximum of 0.4. Here it is assumed that any point in time, the maximum loss in Passion from organisation injustice is 40%.
Organisational_Injustice_Level
0,0.134,0.224,0.285,0.325,0.352,0.37,0.383,0.391,0.396,0.4
Dimensionless
This variable defines the amount of passion loss that is experienced for a certain value of perceived professional efficacy at any point in time.
When the perceived professional efficacy is less than 1, the worker does not feel as though they are effectively contributing to the organisation as well as the cause. This drains the Passion level. Passion Loss from efficacy increases rapidly as efficacy decreases below 1, and the loss slows down towards a maximum of 0.2. Here it is assumed that any point in time, the maximum loss from efficacy is 20%. This was deemed to be an appropriate weight as it was reasonable to expect that people are likely to overestimate their achievements, and underestimate their weaknesses.
Perceived_Professional_Efficacy
0.2,0.198,0.195,0.191,0.185,0.176,0.163,0.142,0.112,0.067,0
Dimensionless
The adjustment time taken for the worker to adjust the organisational injustice level. This is estimated to be 1 month.
1
Months
The initial salary at which the worker accepted the job. This value is given from my personal experience. However, when the switch is on, the value matches the median salary.
IF SWITCH_Equilibrium_Salary=1 THEN 3500 ELSE 2800
SGD/Month
The median salary of a fresh graduate in Singapore at that point in time.
3500
SGD/Month
The monthly increment to wages, calculated from the 10% annual wage increment.
0.1/12
Dimensionless/Month
This is a policy switch is used to cut out the effect of injustice adjustment from relative salary. When the switch is on, the initial salary is equal the initial median salary.
0
Dimensionless
1
Dimensionless
The Controlled Overload Capacity Utilisation mimics the Expected Capacity Utilisation, but with smaller values and a lower maximum. This variable is used as a policy alternative that is activated when the Role Overload Policy is switched off. Maintaining the same principle, the Expected Capacity Utilisation only ever increases to a maximum of 1.4 times the normal job scope if the worker is perceived to be very competent (efficacy>1).
Organisational_Perception_of_Efficacy
1,1.007,1.019,1.048,1.108,1.2,1.292,1.352,1.381,1.393,1.4
Dimensionless
This is a policy switch to initialise the model in equilibrium. When switched on, the workload addition stays constant at normal productivity levels.
0
Dimensionless
The initial number of tasks (workload) the worker has to clear is the normal productivity per month multiplied by the job coverage. Here, it is assumed that the initial job scope demands only one month's worth of normal productivity or productive output.
Normal_Productivity_per_Month*Job_Coverage
Tasks
1
Month
This variable is the multiplier on the hours worked adjustment above the normal working hours given the worker's energy level. It is activated only in the policy scenario when the worker takes stocks of the energy level and adjust their willingness to work downwards as they become more and more fatigued. The idea is to test a policy where the worker manages their energy level and preventing from collapsing completely.
The relationship is assumed to be a linear. When the worker is completely drained (energy level =0), they will adjust their working hours to zero regardless of the passion level. This represents taking a break from work (i.e. annual leave). The willingness to work is then adjusted linearly upwards to 1 at 0.9 energy level. Here it is assumed that above 90% of energy, and individual will be physically capable of working at the full hours worked adjustment dictated by passion level.
Energy_Level
0,0.1,0.2,0.3,0.4,0.5,0.6,0.7,0.8,0.9,1
Dimensionless
This is a policy switch to include the effect of energy level on maximum desired hours worked in the hours adjustment. When the switch is off, the adjustment is dictated by the passion level. When the switch is on, the adjustment is dictated by both the passion level and the energy level.
0
Dimensionless
Expected_Capacity_Utilisation
Workload_Addition
Time_to_Perceive
Perceived_Workload
Hours_Worked_per_Month
Hours_Adjustment
Time_to_Adjust_Hours_Worked
Hours_Adjustment
Normal_Productivity_per_Hour
Normal_Productivity_per_Month
Perceived_Workload
Time_Needed_to_Clear_Workload
Normal_Productivity_per_Month
Time_Needed_to_Clear_Workload
Time_Needed_to_Clear_Workload
Hours_Worked_Needed_to_Clear_Workload
Hours_Worked_Needed_to_Clear_Workload
Desired_Hours_Worked_Per_Month
Desired_Time_to_Clear_Workload
Desired_Hours_Worked_Per_Month
Maximum_Desired_Hours_Worked_Per_Month
Hours_Adjustment
Effect_of_Passion_on_Maximum_Hours_Worked
Maximum_Desired_Hours_Worked_Per_Month
Normal_Hours_Worked_per_Month
Normal_Productivity_per_Month
Workload_Level
Perceived_Workload
Desired_Hours_Worked_Per_Month
Maximum_Desired_Hours_Worked_Per_Month
Workload_Addition
Productive_Output
Workload_Removal
Hours_Worked_per_Month
Productive_Output
Relative_Hours_Worked
Hours_Worked_Effect_on_Recovery
Relative_Hours_Worked
Hours_Worked_Effect_on_Depletion
Energy_Level
Limit_to_Recovery
Limit_to_Recovery
Energy_Recovery
Normal_Recovery
Energy_Recovery
Normal_Depletion
Energy_Depletion
Energy_Level
Limit_to_Depletion
Limit_to_Depletion
Energy_Depletion
Energy_Level
Energy_Level_Effect_on_Productivity
Hours_Worked_per_Month
Relative_Hours_Worked
Hours_Worked_Effect_on_Recovery
Energy_Recovery
Hours_Worked_Effect_on_Depletion
Energy_Depletion
Energy_Level_Effect_on_Productivity
Productive_Output
Perceived_Productive_Output
Perceived_Productive_Output
Perceived_Professional_Efficacy
Perceived_Professional_Efficacy
Change_in_Organisational_Perception
Time_for_Others_to_Perceive
Change_in_Organisational_Perception
Organisational_Perception_of_Efficacy
Change_in_Organisational_Perception
Productive_Output
Perceived_Productive_Output
Organisational_Perception_of_Efficacy
Effect_on_Colleague's_Output
Organisational_Perception_of_Efficacy
Expected_Capacity_Utilisation
Effect_on_Colleague's_Output
Colleague's_Productive_Output
Colleague's_Productive_Output
Perceived_Colleague's_Productive_Output
Perceived_Colleague's_Productive_Output
Perceived_Productive_Output
Perceived_Relative_Performance
Perceived_Colleague's_Productive_Output
Perceived_Relative_Performance
Colleague's_Productive_Output
Relative_Capacity_Utilisation
Perceived_Relative_Utilisation
Perceived_Relative_Utilisation
Perceived_Relative_Performance
Injustice_Adjustment_from_Relative_Performance
Organisational_Injustice_Level
Change_in_Injustice_Level
Indicated_Organisational_Injustice_Level
Change_in_Injustice_Level
Relative_Salary
Injustice_Adjustment_from_Relative_Salary
Perceived_Relative_Utilisation
Injustice_Adjustment_from_Perceived_Unfair_Remuneration
Relative_Capacity_Utilisation
Normal_Hours_Worked_per_Month
Hours_Worked_Needed_to_Clear_Workload
Normal_Hours_Worked_per_Month
Maximum_Desired_Hours_Worked_Per_Month
Perceived_Professional_Efficacy
Relative_Workload_Level
Effect_of_Work_Overload_on_Productivity
Effect_of_Work_Overload_on_Productivity
Productive_Output
Injustice_Adjustment_from_Relative_Performance
Total_Injustice_Adjustment
Injustice_Adjustment_from_Relative_Salary
Total_Injustice_Adjustment
Injustice_Adjustment_from_Perceived_Unfair_Remuneration
Total_Injustice_Adjustment
Total_Injustice_Adjustment
Indicated_Organisational_Injustice_Level
SWITCH_Role_Overload_Policy
Workload_Addition
SWITCH_Colleague's_Output_Erosion
Colleague's_Productive_Output
Monthly_Salary
Relative_Salary
Median_Monthly_Salary
Relative_Salary
Maximum_Acceptable_Workload_Level
Relative_Workload_Level
Workload_Addition
Relative_Capacity_Utilisation
Indicated_Turnover_Intention
Adjustment_in_Turnover_Intention
Turnover_Intention_Level
Adjustment_in_Turnover_Intention
Time_to_Adjust_Turnover_Intention
Adjustment_in_Turnover_Intention
Passion_Level
Indicated_Turnover_Intention
Passion_Level
Limit_to_Passion_Gain
Limit_to_Passion_Gain
Passion_Gain
Passion_Level
Limit_to_Passion_Loss
Passion_Gain_Adjustment_from_Professional_Efficacy
Passion_Gain
Passion_Loss_Adjustment_from_Organizational_Injustice
Passion_Loss
Time_to_Adjust_Passion
Passion_Gain
Time_to_Adjust_Passion
Passion_Loss
Passion_Loss_Adjustment_from_Professional_Efficacy
Passion_Loss
Limit_to_Passion_Loss
Passion_Loss
Time_to_Adjust_Organizational_Injustice
Change_in_Injustice_Level
Organisational_Injustice_Level
Passion_Loss_Adjustment_from_Organizational_Injustice
Passion_Level
Effect_of_Passion_on_Maximum_Hours_Worked
Passion_Level
Passion_Effect_on_Injustice
Passion_Effect_on_Injustice
Indicated_Organisational_Injustice_Level
Perceived_Professional_Efficacy
Passion_Gain_Adjustment_from_Professional_Efficacy
Perceived_Professional_Efficacy
Passion_Loss_Adjustment_from_Professional_Efficacy
Initial_Salary
Monthly_Salary
Initial_Median_Salary
Median_Monthly_Salary
Increment
Monthly_Salary
Increment
Median_Monthly_Salary
SWITCH_Equilibrium_Salary
Initial_Salary
SWITCH Normal Job Scope = 1
SWITCH Colleague's Output Erosion = 0
SWITCH Equilibrium Salary = 1
SWITCH Role Overload Policy = 0
SWITCH Adjustment from Energy Policy = 0
Scenario: EQUILIBRIUM
Scenario: BASELINE
Perceived_Workload
Relative_Workload_Level
Productive_Output
Relative_Hours_Worked
Organisational_Perception_of_Efficacy
"Controlled_Overload_Capacity_Utilisation_(Policy)"
"Controlled_Overload_Capacity_Utilisation_(Policy)"
Workload_Addition
SWITCH_Normal_Job_Scope
Workload_Addition
SWITCH Normal Job Scope = 0
SWITCH Colleague's Output Erosion = 1
SWITCH Equilibrium Salary = 0
SWITCH Role Overload Policy = 1
SWITCH Adjustment from Energy Policy = 0
Normal_Productivity_per_Month
Initial_Workload
Job_Coverage
Initial_Workload
Practical_Limit_to_Hours_Worked
Maximum_Acceptable_Workload_Level
Maximum_Acceptable_Workload_Level
Scenario: SALARY INCREASE + DECENT COLLEAGUE
SWITCH Normal Job Scope = 0
SWITCH Colleague's Output Erosion = 0
SWITCH Equilibrium Salary = 1
SWITCH Role Overload Policy = 0
SWITCH Adjustment from Energy Policy = 0
Scenario: CONTROLLED OVERLOAD+
SWITCH Normal Job Scope = 0
SWITCH Colleague's Output Erosion = 0
SWITCH Equilibrium Salary = 1
SWITCH Role Overload Policy = 0
SWITCH Adjustment from Energy Policy = 0
Energy_Level
"Effect_of_Energy_on_Maximum_Hours_Worked_(Policy)"
"Effect_of_Energy_on_Maximum_Hours_Worked_(Policy)"
Maximum_Desired_Hours_Worked_Per_Month
SWITCH_Adjustment_from_Energy_Policy
Maximum_Desired_Hours_Worked_Per_Month
Scenario: ENERGY SAVER
SWITCH Normal Job Scope = 0
SWITCH Colleague's Output Erosion = 1
SWITCH Equilibrium Salary = 0
SWITCH Role Overload Policy = 1
SWITCH Adjustment from Energy Policy = 1
The Dynamics of Non-Profit Workers’ Passion Burnout and Intention to Leave
© Jefferson Rajah 2021
System Dynamics Group, University of Bergen: MINDS
Overworked and underpaid non-profit workers is a common trope across the world. Passionate workers join the non-profit sector only to experience an overshoot and collapse in their passion level as a result of organisational conditions, and thus shore up their intention to leave over time. The dynamics of passion burnout is nothing new and has been studied extensively in the social sciences: scholars have identified predictors of turnover such as exhaustion, professional efficacy, insufficient reward and remuneration, and absence of fairness or organisational justice. The results from this model suggest that work overload and physical exhaustion affecting productivity, fall in professional efficacy, and negative affection from perceived organisational injustice drive the collapse in passion. Of these, role overload and high expectations of passionate employees was found to have the highest impact.
Further Information:
Rajah, J. K. (2021). Where Has the Passion Gone? The Dynamics of Non-Profit Workers’ Passion Burnout and Intention to Leave. 39th International Conference of the System Dynamics Society, Chicago, US (Virtual). https://proceedings.systemdynamics.org/2021/papers/P1073.pdf
Normal_Productivity_per_Month
Time_to_Perceive
Time_to_Perceive
Normal_Productivity_per_Month
Normal_Productivity_per_Month
Time_to_Perceive
Normal_Productivity_per_Month
SWITCH_Role_Overload_Policy
SWITCH_Colleague's_Output_Erosion
SWITCH_Equilibrium_Salary
Normal_Productivity_per_Hour
Normal_Hours_Worked_per_Month
SWITCH_Normal_Job_Scope
Normal_Productivity_per_Hour
SWITCH_Adjustment_from_Energy_Policy
NAN(Perceived_Professional_Efficacy,Organisational_Injustice_Level)
1
NAN(Passion_Level)
1
NAN(Energy_Level,Hours_Worked,Work_Overload)
1
NAN(Expected_Capacity_Utilisation,Normal_Productivity_per_Month,Productive_Output)
1
NAN(Productive_Output)
1
NAN(Perceived_Professional_Efficacy)
1
NAN(Workload_Level)
1
NAN(Hours_Worked)
1
NAN(Monthly_Salary,Median_Salary_of_Fresh_Graduate)
1
NAN(Relative_Salary_to_Median_Salary,Passion_Level,Perceived_Relative_Performance,Perceived_Unfair_Remuneration)
1
NAN(Colleague's_Productive_Output,Productive_Output)
1
NAN(Organisational_Perception_of_Efficacy)
1
NAN(Workload_Level,Passion_Level)
1
NAN(Organisational_Perception_of_Efficacy)
1
NAN(Expected_Capacity_Utilisation)
1
NAN
1
NAN
1
NAN(Relative_Utilisation_to_Normal)
1
NAN
1
Productive_Output
Workload_Level
Productive_Output
Perceived_Professional_Efficacy
Perceived_Professional_Efficacy
Passion_Level
Passion_Level
Turnover_Intention
Perceived_Professional_Efficacy
Organisational_Perception_of_Efficacy
Organisational_Perception_of_Efficacy
Expected_Capacity_Utilisation
Relative_Salary_to_Median_Salary
Organisational_Injustice_Level
Passion_Level
Organisational_Injustice_Level
Perceived_Relative_Performance
Organisational_Injustice_Level
Workload_Level
Work_Overload
Energy_Level
Productive_Output
Expected_Capacity_Utilisation
Workload_Level
Workload_Level
Hours_Worked
Hours_Worked
Productive_Output
Hours_Worked
Energy_Level
Passion_Level
Hours_Worked
Work_Overload
Productive_Output
Colleague's_Productive_Output
Perceived_Relative_Performance
Organisational_Perception_of_Efficacy
Colleague's_Productive_Output
Productive_Output
Perceived_Relative_Performance
Organisational_Injustice_Level
Passion_Level
Monthly_Salary
Relative_Salary_to_Median_Salary
Median_Salary_of_Fresh_Graduate
Relative_Salary_to_Median_Salary
Expected_Capacity_Utilisation
Relative_Utilisation_to_Normal
Relative_Utilisation_to_Normal
Perceived_Unfair_Remuneration
Perceived_Unfair_Remuneration
Organisational_Injustice_Level
Passion vs. Justice
Highballer/ Lowballer
Ain't No Superman
C'est Impossible
Let's Get
this Bread
Exploit the Capital
La Résistance de L'exploitation
Give Me
a Break
Wrestling
Lazy Colleagues
Normal_Productivity_per_Month
Workload_Level
Played Myself
Backbreaker