LAUSR

AimThe present study focuses on the implementation and evaluation of the organizational intervention “Burnout Prevention Team” (BPT). The BPT relies on a standardized procedure and is theoretically based on the Areas of Worklife—an emprical framework of well-established work-related factors that evidently induce job burnout.Subjects and methodsTo evaluate BPT, the process of intervention implementation was examined drawing on an evidence-based model of process evaluation with the focus on inititation, activities, and implementation strategies.ResultsBPT was conducted in nine health care institutions. Results emphasize the relevance of ensuring management support as well as developing a sound communication and information strategy within the initiation phase. Regarding intervention activities, providing employees with knowledge about the burnout concept and trigger factors turned out to be an essential prerequisite for developing successful intervention solutions. Overall, in each institution 7 to 12 solutions to institution-specific problems were developed. Approximately 1 year after the solutions were launched at least 70% were partially or completely implemented.ConclusionThe general high implementation rate suggests that the BPT can be proposed as a successful example for an organizational-focused approach that should be highly exportable to other health care institutions.