Abstract:
Burnout is an extensively research topic in the western society however in the developing country where HR policies are not so
refined, employees and HR managers still face the problem of stress and burn out within employees. The current study was
conducted in an effort to bring forth awareness in the organizational setting of the emergence of burnout in developing
countries. It investigated the relationship between employee’s perceived burnout and their workplace related factors that are
known to promote burnout. The major findings of the study signaled at the cultural differences. Analysis of management
hierarchy with burnout showed that top managers are least likely to be burnout out as opposed to the lower hierarchal
employees contradicting Cordes and Dougherty (1993). Another interesting result conflicting the burnout theory indicated that
community was least likely related to emotional exhaustion and lack of personal efficacy (Maslach et al., 2001). Future
recommendation and managerial implication are given.
