Browsing by Author "Tierney, William"

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    A Model for Engaging Public–Private Partnerships
    (Wiley, 2011-04-04) Shekhar, Anantha; Denne, Scott; Tierney, William; Wilkes, David; Brater, D. Craig; Medicine, School of Medicine
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    Recommendations to Startup CEO for Workplace Improvements to Reduce Burnout and Improve the Quality of Work-Life
    (2023-05) Alucozai, Milad; Stone, Cynthia; Tierney, William; Maslach, Christina
    Background and Purpose: Recent evidence suggests that entrepreneurs are more at risk of burnout. There is a gap in scholarly case studies beginning with the relationship of burnout within a startup organization. This research will benefit this startup and others, with leaders looking to help their employees thrive. Methods: LifeOmic employees (n=115) were asked to participate in this study, of which 75 (65%) respondent rate completed the individual survey questionnaire was constructed through the incorporation of the Maslach Burnout Inventory (MBI), the Areas of Worklife Survey (AWS) tools, and demographic questions. Results: Regarding exhaustion, cynicism, and professional efficacy, LifeOmic employees had an average scale score of 2.3, 1.7, and 4.8, respectively. In addition, five latent work experience profiles were identified as the following: burnout (8%), disengaged (7%), overextended (11%), ineffective (31%), and engaged (44%). All these scores showed no statistical significance across demographic categories. Conclusion: The latent profiles showed similar characteristics to those Leiter and Maslach identified (2016). However, our study reported overextended as our secondhighest latent profile compared to the ineffective profile. Plan for change with recommendations to the leadership team recognized community and workload problems that act as stressors leading to higher levels of exhaustion, ultimately leading to the overextended profile.