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Research Article

An exploration of burnout among hospital first-line managers in Indonesia during the COVID-19 pandemic

[version 1; peer review: awaiting peer review]
PUBLISHED 07 Jun 2024
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Abstract

Background

High work pressure and complex problems during the COVID-19 pandemic caused nursing staff, including first-line managers, experienced burnout.

Objective

This study aims to explore burnout experienced of first-line managers during the COVID-19 pandemic.

Methods

This qualitative descriptive study used thematic analysis. Twelve first-line managers were selected using purposive sampling from two government hospitals, designated as COVID-19 referral centres in Jakarta and Depok, Indonesia. Data were collected through semi-structured online face-to-face interviews using ZOOM meeting video with a guideline interview.

Results

Exploration of first-line manager’s burnout revealed three themes: 1) unpreparedness, 2) impact on wellbeing, and 3) resilience.

Conclusion

The first-line managers experienced burnout during the pandemic due to obstacles in implementing management roles and functions accompanied. Their burnout was caused by the unpreparedness of both the hospital management and the community. Their burnout has an impact on their emotional and physical well-being. By this time, the first-line manager’s resilience was formed because they used adaptive coping mechanisms and had a good support system. The experience during COVID-19 should be a lesson learned to strengthen the healthcare system in the future. Risk management mitigation must be systematically and routinely performed.

Keywords

Pandemic, COVID-19, Burnout, First-line manager, Nursing

Background

The COVID-19 pandemic remains the focus of current global problems, especially in the world of health. Nurses, the largest fleet in handling COVID-19 (57% of all caregivers), experience significant professional, social, and psychological challenges with unique and unprecedented conditions (Duncan, 2020; Poortaghi et al., 2021; Rothan & Byrareddy, 2020; WHO, 2020). The burnout experienced by nurses before the pandemic increased as psychological pressure increased during the pandemic. The March-April 2021 survey found that 53% of health workers experienced at least two of the four symptoms of mental health disorders, namely PTSD (post-traumatic syndrome disorder), anxiety, distress, and despair, even when taking the initiative to commit suicide (Bryant-Genevier et al., 2021). In Indonesia, a study found that 52.5% of nurses experienced high burnout (Marpaung et al., 2020). The nursing profession is vulnerable to mental problems because their work is related to the continuation of human life (Wang et al., 2020) (Havaei et al., 2021).

Nurses, including first-line managers, have experienced high demands and complex problems during the COVID-19 pandemic caused nurse, including first-line managers, experienced burnout. The burnout experienced by executives and nurse managers is different. Managers’ burnout is due to their duties and responsibilities in managing the organization, nurses’ burnout is due to their duties as care providers to patients (Kelly et al., 2019; Johnson et al., 2020; Remegio et al., 2021). Several studies have shown that burnout is felt not only by clinical nurses, but also by nursing managers. Research conducted by White (2021) and Raso (2021) proved that as a result of the pandemic, 83% of nursing managers experienced mental stress, which increased due to the pandemic. In a crisis such as the current one, managers must dynamically use situational management and flexibility. Despite their problems, nursing managers with a strong presence in the field are good role models for the remaining staff (Poortaghi et al., 2021; Rosa et al., 2020; Yau et al., 2021).

There are many ways to handle burnout, but choosing the right strategy must be adapted to individual needs. According to Dall'Ora, Ball, Reinius, and Griffiths (2020), burnout management strategies can vary based on the symptoms they cause or can be adjusted to the organization's ability to carry out management. To date, research exploring nurse managers' experiences in dealing with the pandemic is still rare. A study of nurse managers conducted by White (2021) revealed that nurse managers experienced burnout during the pandemic. Handling burnout in first-line managers requires a deep understanding of the phenomenon in the first-line manager. Therefore, research is needed to explore the symptoms of burnout in nurse managers so that appropriate interventions can be provided. Based on this phenomenon, researchers are interested in exploring burnout among first-line managers during the COVID-19 pandemic in hospitals that are COVID-19 referral centers.

Methods

Study design

This qualitative study uses a phenomenological approach to understand the burnout experienced by first-line managers during the COVID-19 pandemic.

Table 1. Categories and themes derived from data analysis.

ThemeSub Theme
UnpreparednessHospital management unpreparedness:

  • a. Staffing

  • b. Equipment

  • c. Regulation

Community unpreparedness
Impacts on well-beingEmotional well-being
Physical well-being
ResilienceAdaptive coping mechanisms
Support system

Setting and participants

The participants were selected from two government hospitals, designated as COVID-19 referral centres, situated near the initial emergence location of COVID-19 in Indonesia: Hospital X in Jakarta and Hospital Y in Depok. They were selected using a purposive sampling method with the following inclusion criteria: 1) the first-line manager who is the sole manager in a particular unit or room, 2) the first-line manager from a room where nursing staff or rooms are used in handling COVID-19, and 3) the first line manager who has held the position of first-line manager for more than three months during the pandemic period. Temporary first-line managers were excluded from this study. Participant selection was initiated with recommendations from hospital management through the key informant. The researcher, guided by the key informant, introduced themselves to potential participants based on predefined inclusion criteria. None of the patients who were asked to participate in this study refused.

Research ethics

This study was approved by the Ethics Committee of the Faculty of Nursing, Universitas Indonesia, as evidenced by the Certificate of Passing Ethical Review Number Ket-258/UN2.F12.D1.2.1/PPM.00.02/2021 on 5th November 2021. In the study, participants voluntarily signed informed consent forms before participating. Researchers explained the procedures, objectives, benefits, risks of harm, rights, and obligations of the participants through a research explanation sheet. Participants were assured of their right to withdraw without penalty, and confidentiality measures were outlined to protect their identity and data. Informed signed consent was obtained from all participants prior to their involvement in the study. Participants were provided with a detailed explanation of the study objectives, procedures involved, potential risks, and benefits. They were assured of their voluntary participation and informed of their right to withdraw from the study at any time without penalty. The consent form outlined the confidentiality measures in place to protect their identity and data. Participants were encouraged to ask questions and seek clarification before providing consent.

Data collection

Data interviews were conducted from July to December 2021 by the first author as the interviewer with the support from two experts as supervisors. The interviewer is a nursing master's student that focus on the burnout during her academic study and she has an experience as nurse during covid for two months. The depth of data exploration increased as the interviewer, unaffiliated with any specific hospital, had greater freedom to delve into participants' burnout experiences. The research team had been done in qualitative research methodology training to support this study. We used a guideline interview approach, utilizing semi-structured interviews with open-ended questions. The interviewer and interview guidelines were tested by interviewing four department heads from different institution with the study. The results of each test were recorded and reviewed with the supervisors. The research proceeded upon receiving supervisor approval to continue the interviews. Each interview was conducted individually, lasting 60-90 minutes, with participants having the flexibility to request breaks or reschedule subsequent interviews as needed. Meetings were conducted using the ZOOM platform to enable face-to-face virtual interaction from participants' homes and workplaces, as requested, thereby ensuring compliance with social distancing guidelines. During the interviews, participants were alone to allow them greater freedom in expressing themselves. There was no repetition of interviews in this study. We reached data saturation with the 12th participant as there was no more new information, thus, no other participants were recruited.

Data analysis

All the interview sessions were recorded and transcribed. We used field notes to record participants' expressions during the interview. Transcribed data were returned to participants for confirmation and clarification before the next data processing. Furthermore, the researcher's reflections are also documented during the analysis process to ensure accuracy and honesty in data interpretation. We analyzed all the data using inductive thematic analysis, which consisted of six stages: recognizing and transcribing data, coding data, compiling themes, reviewing themes that have been prepared, naming and defining themes, and reporting results reports (Braun et al., 2019). The analysis process used NVivo 12 Plus. The results study were shared with participants and checked by them. Two experts supervised this research, and its validity was tested through a thesis examination with two experts as examiners and nursing master's students as opponents. This process ensured that the research was high-quality and reliable.

Results

Twelve first-line managers from two hospitals participated in this study. In general, participants were aged 32-54 years, female and male, with work experience as a nurse of 11-35 years and experience as a first-line manager of 4 months-7 years. All participants were married. The educational level of the participants was D3 and they had a bachelor's degree in nursing. However, in the interviews, it was discovered that several participants were currently studying for a bachelor's degree in nursing and a master's degree in nursing. There were variations in work units; there were participants who were first-line managers working at the Emergency Room, Children's inpatients, adult inpatients, NICU-PICU, and HCU-ICU; some were specifically for COVID-19, and some were not specifically for COVID-19. During the pandemic, both hospitals implemented a first-line manager rotation system. However, in this study, several participants were never rotated to the COVID-19 treatment section, so the variation was that they had been in the COVID-19 room and never been in the COVID-19 room. The thematic analysis of the collected data revealed three themes: 1) unpreparedness, 2) Impacts on well-being and 3) resilience. These three themes reveal the critical meaning of first-line managers’ experience of burnout experiences (Table 1).

Unpreparedness

All participants expressed that the main difficulty they experienced was related to COVID-19 and their unpreparedness to face the pandemic. Unpreparedness in meeting COVID-19 needs refers to ability and self-preparation, both by hospital management and the community. Participants stated that the unpreparedness observed at the level of hospital management was unpreparedness for personnel, equipment, and regulations. In contrast, unpreparedness on the part of the community was unpreparedness for changes in care, which caused the community to complain, and unpreparedness in knowledge caused negative reaction to the health worker such as discrimination and rejection from the community due to fear and suspicion of infection.

  • 1) Hospital management unpreparedness

  • a. Staffing

Hospital management's unpreparedness for the rapidly increasing and significant service demands has caused the participants to experience burnout. The first-line managers had to provide sufficient nursing resources quickly, while the available ones were limited. The utilization of volunteer workers posed a challenge as they needed more readiness for immediate use.

There are many patients, but, honestly, we don't have many nurses. (P1)

Plus, the nurses … or nurses who have to serve are not all trained as ICU nurses. That’s why, we need emergency training to introduce them to what a ventilator is, what an ICU room is, and what we are like, how to work in the ICU, which is done on a cito basis. (P5)

  • b. Equipment

Participants expressed a lack of preparedness for equipment, insufficient quantity during high demand, and complicated and ever-changing rules for tool usage. Shortages of beds, oxygen, computers, and personal protective equipment have been reported as obstacles.

Well, yes, what we want is that when the patient's condition is critical, we want oxygen to be available, we want this to be available … often… that is because several times the facilities are not there (P4)

There are many rules, such as if we have finished preparing the room, we have to report and adjust by considering various possibilities. However, if the supervisor disagrees, it means we have to change it again, change it again, and that also takes time, you know… (P1)

  • c. Regulation

    The participants reported that due to a lack of preparedness in handling COVID-19, governments and hospitals were unprepared for service standards during the pandemic, restrictions on leave and additional duties for first-line managers, including vaccination. These regulations became obstacles because they often changed, and several policies disrupted the first-line managers’ duties.

    Policies that can change quickly regarding to the pandemic, looking at the situation and developments of Covid (P11)

    Besides that, in Covid, the first line manager is also charged as a vaccinator, like that! (P3)

  • 2) Community unpreparedness

    Community unpreparedness was reported in association with changes in service patterns that caused the community or clients to complain. Society's reaction to the changes during the COVID-19 pandemic has led to negative stigma surrounding individuals who have contracted the virus, frontline workers, and marginalized communities. The stigma involves isolation and discriminatory behavior towards certain individuals or groups due to fear and suspicion of infection. These complaints and stigmas were stressors for the first-line managers. The reaction comes from the unclear information about how to face the pandemic.

    Moreover, patients who complain, want to be visited by their families. Furthermore, patients who die … what is the name of the body? May not be brought into the room (P3)

    Because they knew I was a nurse, they initially made a distance between me and my family… I felt that society excluded us as a family (P12)

Impacts on well-being

The participants expressed several impacts of COVID-19 on their psychological and physical well-being. According to them, the impact of COVID-19 was both psychological, such as negative emotions and physical, and disrupted health during the pandemic.

  • 1) Emotional well-being

    The first-line managers expressed the emotions they experienced during COVID-19, such as disappointment, annoyance, fatigue, anger, sadness, stress, and fear. Researchers noted that female participants expressed their emotions more expressively, such as clenching their fists when angry or annoyed and teary-eyed when expressing sadness. However, for men, their emotional expressions were calmer, and they did not show any distinctive facial or physical expressions.

    That time, I wanted to take break soon, but because the Covid [infection rate] was high, we [could do so only] when we could take time off. We could not apply for leave, so we had to endure the tiredness for the sake of service, and yeah! The tiredness should be endured throughout the service. Psychologically, we want to [be] angry. We have to endure whatever we want; no matter what, we still have to endure it, right? Yes, even though our hearts are annoyed. (P8)

    I had, eh… Without realizing it, I said some rather harsh words, but there were still ethics in my words. However, after that, I apologized to my nurses. They already knew and understood that I was angry (P2)

    At first, when I was given the assignment in the unit with many rooms and beds, I cried; I cried because there was so much to do and so much to adjust. Finally, behind my back, I cried. I cried, honestly, because my head was dizzy with the many tasks and rules (P1)

  • 2) Physical well-being

    The COVID-19 pandemic has resulted in burnout, which, in turn, has disrupted the physical well-being of all individuals involved. The negative impact on physical well-being found in all participants was changes in sleep patterns, eating patterns, and health problems.

    Nevertheless, it cannot be helped, as the first-line manager in charge, I have to make sure our friends are safe first, then me. Such as eating time, for example, I prefer my friends to eat first, then me after them. It is like that word. They are full first, and then we will be full later. Even though I was hungry. (P8)

    … it just so happens that I have hypertension… I have hypertension, during the pandemic, my blood pressure was constantly high about 130 (P1)

    That time, I got COVID, my body was starting to feel feverish. In the morning, I checked. I am positive, Like that. Yes, maybe my fatigue is also a factor. (P3)

    Yes, I have been confirmed. Finally, it got sick, yes sick (P6)

Resilience

Researchers found that, over time, first-line managers’ resilience was formed against burnout due to COVID-19. The resilience of first-line managers helped them use adaptive coping mechanisms and a good support system.

  • 1) Adaptive coping mechanisms

The research found that all participants could use adaptive coping mechanisms when facing the role of first-line managers during the COVID-19 pandemic. The coping mechanisms used by the participants were acceptance, solitude, sharing, distraction, and spirituality. The coping mechanisms of spirituality and acceptance were the most frequently found among participants.

I want to refuse, I want to refuse, honestly, I refuse… it would be better for me to be a staff member in a regular room… I was so dizzy then I told my friends that I wanted to resign, I wanted to ask to be transferred…, but my friends kept looking for support to motivate me to stay in my position (P1)

Making a new program with the latest room conditions is a challenge for me (P11)

In June, literature and references related to nursing services for COVID-19 began to appear. So we also have learn more. We also have to find much literature and the latest references related to nursing outcomes of COVID-19 patients (P12)

Thank God. In the beginning, I was stressed, but thanks God, by the time, the stress became less and gone (P3)

To get refreshed, sometimes, when I was bored, I listen to spiritual music to collect my strength (P10)

I switched my focus. I was taught by a close friend to read books, and I watched Korean dramas (P1)

  • 2) Support system

    This study found that participants' resilience stemmed from strong support systems both within and outside the workplace such as work support, emotional support, and material support. Work-related support is provided by the government, hospital executives, co-workers, and donors. The work support is related to the support that enables the first line manager to address the issues in the room to provide optimal service, such as providing human resources, establishing new regulations, providing PPE, and various other assistance. Support outside of work is received from the community or neighbours, friends outside of work, and family where almost their support is more in emotional support, and sometimes food assistance.

    As for superiors, they are supportive, ma'am. Thank God, the nursing department at the hospital,is always there when there is a problem, immediately discuss it and find a solution (P9)

    They supported me. They said “come on, sir… Keep fighting!”. Then, there was also a program to share videos, and there was also a one-day activity that we shared our struggles with the management group (P3)

    We get rewards from the government. We also received a humanitarian heroes appreciation certificate from the nursing organisation, including from DPD PPNI for fellow nurses who handle COVID-19 services in the front line. Then, we also get a reward for SKP (Professional Credit Unit). For the SKP, they make it easier for us to renew our STR. (P12)

Discussion

This study found that first-line managers experienced burnout while performing their roles and functions during the COVID-19 pandemic. According to Maslach and Leiter's theory, the symptoms of burnout consist of 3 dimensions: emotional exhaustion, depersonalization, and reduced personal accomplishment (Dall’Ora et al., 2020). The unpreparedness of various parties, especially hospital management and the community, to face the pandemic was the primary stressor for first-line manager burnout. Burnout impacted the psychological and physical well-being of participants. This shows that the dimensions of burnout are fulfilled by first-line managers, except for a decrease in self-achievement due to the resilience of the first line managers.

The COVID-19 pandemic has become a very complicated issue for first-line managers because of their lack of experience in dealing with this issue. Even though pandemics have occurred previously, COVID-19 has been different because the virus spreads quickly and can be deadly(Rosa et al., 2020). Hospitals face a high demand for providing services immediately. The first-line managers had to ensure that the service ran while prioritizing patients and staff safety (Middleton et al., 2021; Yau et al., 2021). Staffing and equipment constraints were the most significant obstacles in the early stage of the pandemic, which were experienced not only by the participants but also by various nursing institutions (González-Gil et al., 2021; Liu et al., 2020). The unpreparedness for various resources obstructs work performance and motivation (Batubara et al., 2020). If the work demands cannot be met immediately, it will cause first-line managers to experience burnout due to problems that still need to be resolved, even lingering beyond the workplace into their personal lives. This means that emotions and fatigue are felt throughout the day.

The experience with the COVID-19 pandemic shows that hospitals must be able to mitigate disease disasters. Law No. 17 of 2023 mandates that dealing with disease outbreaks be the responsibility of health services (Presiden RI, 2023). As part of risk management, the pandemic mitigation program must be implemented with a planned, budgeted, monitored, and reported program on an ongoing, systematic, logical, and measurable basis (Kementerian Kesehatan, 2022). Pandemic mitigation simulations should be carried out periodically, similar to other emergency code simulations, such as the blue and red codes.

The public's reaction during the observed early phase of the pandemic shows unpreparedness. Adverse reactions show this unpreparedness; it could even be said to be excessive, with the stigma spreading. This unpreparedness associated with a lack of information about how to deal with COVID-19, coupled with mass media reports about the deaths of many people and restrictions in public areas, which makes conditions even more tense (Ramaci et al., 2020). The first-line managers experienced the impact of the community's reaction. First-line managers received the most complaints from patients and families because of restrictions on access to meet patients and various restrictions in the hospital area. The public stigma against health workers in close contact with COVID-19 causes first-line managers to experience unpleasant reactions. This condition made them anxious about interacting with the environment outside the hospital. Psychological pressure occurs not only at the workplace but also from the outside workplace (Bryant-Genevier et al., 2021).

This study found that the burnout of first-line managers impacted emotional well-being, such as anger, annoyance, disappointment, sadness, stress, tiredness, and fear. This was related to emotional exhaustion in the burnout dimension. This happens because the stress felt by participants is higher than their burnout. The same findings were also found among medical workers in Minnesota, where burnout was only the tip of the iceberg of the deep stress felt by the participants (Britt et al., 2017). The first-line manager tries to carry out their interpersonal, decisional, and informational roles to the maximum, but circumstances such as unsupportive policies and limited resources make carrying out the part of the first-line manager a source of stress (Navinés et al., 2021; Wihardja et al., 2019; Yau et al., 2021). It was also found that women had more forms of emotional expression than men, and were more expressive, such as crying and various bodily expressions. This statement supports previous research that states that burnout is higher in women than in men, especially in women who are married and have children (Acosta-Ramos et al., 2021; Gupta et al., 2021; Lai et al., 2020; Rusca Putra & Setyowati, 2019; X. Zhang et al., 2021). Acosta-Ramos et al. (2021) and Rusca and Setyowati (2019) stated that women's vulnerability to burnout is related to their social lives and work outside the hospital, especially as housewives. Women's burnout is related to their positions as mothers and wives(L. Zhang et al., 2020).

First-line manager burnout also has an impact on the physical condition. Some participants complained of a lack of sleep, body fat, and hypertension, and some even ended up being infected with COVID-19 due to fatigue. Research conducted by Gupta et al. (2021) stated that burnout can stimulate the autonomic nervous system (ANS), which modulates the physiological stress response; therefore, stress can cause changes in a person's physical health status and even cause cardiovascular disease. This condition is also associated with perceived sleep disorders, in which stress can cause sleep difficulties (Wang et al., 2020).

This study was conducted after approximately two years, with two waves of the COVID-19 pandemic in Indonesia. The results show that the participants had good resilience in facing COVID-19. All participants were able to use adaptive coping mechanisms when facing pandemics. Coping strategies include acceptance, sharing, solitude, diversion, and spirituality. The coping strategies most frequently used by participants were acceptance and spirituality. These two strategies were used by participants even before the pandemic, but these strategies have become very honed due to the pandemic. The reception coping developed by the first-line manager was related to adapting the first-line manager to the need for more information on handling services for COVID-19 patients. Spirituality coping is related to religion; one adheres to the first-line manager. The findings support previous research stating that nurses' abilities are usually exposed to burnout conditions, they are used to develop several adaptive coping strategies to deal with various unpleasant situations (Shiu et al., 2021).

This study found that while carrying out their duties as the first-line manager during the COVID-19 pandemic, the first-line managers received a lot of support such as work support, emotional support, and material support from inside and outside the workplace. Support from outside the workplace comes from friends, donors, and family, both immediate and extended. This support can be blessings or permission, understanding, prayers, food, being listened to, and not being forgotten. Participants received work support from the same first line manager, nurse staff, supervisor, and doctor. The support provided to first-line managers in the workplace includes assistance in problem-solving, emotional encouragement, and material aid such as incentives and food. Several participants have mentioned that solidarity arises in their workplace because of the shared feelings of destiny and resilience in confronting the same adversary, namely, the COVID-19 pandemic. From this study, we can learn that managers need to improve and maintain this work climate because the work cohesion that has been built will increase job satisfaction and also has an effect on nurses' burnout (Penconek et al., 2021; Rusca Putra et al., 2021).

The attitude of hospital management, including first-line managers, in handling the pandemic reflects a transformational leadership style. Several studies have recommended that managers needed to prevent burnout should embody a transformational leadership approach (Kodama & Fukahori, 2017; Wei et al., 2020). The first-line manager came down to support and help to solve problem in their ward or unit. The supervisors of the participants have been giving out rewards, both material and psychological, although some people complained about the timing of getting the rewards. It's important to pay attention to rewards from the hospital management because they make nurses happier with their job, which can help reduce their burnout (Putra et al., 2021). The hospital management where this study was conducted has implemented a strategy to address staff burnout by using rotation and sharing one positive thing. Sharing positive things helps people focus more on the good, so unpleasant experiences can be avoided. Thus, management strategies are the easiest, do not require high costs, and can be used quickly (Nining et al., 2021; Tawfik et al., 2019).

Preregistered data analysis

Our study was not preregistered with any independent registry. We did not have a pre-established data analysis plan. As a result, all analyses presented in this manuscript were exploratory in nature.

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Nining S, Hariyati RTS, Nuraini T et al. An exploration of burnout among hospital first-line managers in Indonesia during the COVID-19 pandemic [version 1; peer review: awaiting peer review]. F1000Research 2024, 13:602 (https://doi.org/10.12688/f1000research.146209.1)
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