, HRM3701 ASSIGNMENT 1 SEMESTER 1 2026 ANSWERS
QUESTION 1
- Excessive workload and unrealistic deadlines contribute to stress, burnout, and increased absenteeism and
turnover.
- Poor leadership practices, such as after-hours communication and lack of support, reduce employee well-
being and job satisfaction.
- A toxic organisational culture with blurred work-life boundaries leads to disengagement and employees
leaving for healthier work environments.
QUESTION2
2.1
An occupational phenomenon refers to a consistent and observable pattern of employees’ thoughts, emotions,
and behaviours that develop as a result of their interaction with workplace conditions and job demands, such
as stress or burnout (Robbins & Judge, 2017).
QUESTION 2.2
The occupational phenomenon evident in the case study is burnout. Burnout is a psychological syndrome
that develops due to prolonged exposure to chronic workplace stress and is characterised by emotional
exhaustion, depersonalisation, and reduced personal accomplishment (Maslach & Jackson, 1981; Maslach,
Schaufeli & Leiter, 2001).
The case study provides strong evidence of emotional exhaustion, as employees reported feeling mentally
drained from continuous exposure to complex legal and financial work, long working hours, and insufficient
rest. Many employees indicated that they were unable to sleep properly and experienced chronic fatigue,
which reflects severe depletion of emotional and physical energy.
There is also clear evidence of depersonalisation, as employees described a toxic work culture where
individuals felt detached, helpless, and trapped. This emotional distancing from work and colleagues is a
common coping mechanism associated with burnout. Additionally, employees’ inability to “switch off”
from work and constant engagement with emails after hours further intensifies this condition.
QUESTION 1
- Excessive workload and unrealistic deadlines contribute to stress, burnout, and increased absenteeism and
turnover.
- Poor leadership practices, such as after-hours communication and lack of support, reduce employee well-
being and job satisfaction.
- A toxic organisational culture with blurred work-life boundaries leads to disengagement and employees
leaving for healthier work environments.
QUESTION2
2.1
An occupational phenomenon refers to a consistent and observable pattern of employees’ thoughts, emotions,
and behaviours that develop as a result of their interaction with workplace conditions and job demands, such
as stress or burnout (Robbins & Judge, 2017).
QUESTION 2.2
The occupational phenomenon evident in the case study is burnout. Burnout is a psychological syndrome
that develops due to prolonged exposure to chronic workplace stress and is characterised by emotional
exhaustion, depersonalisation, and reduced personal accomplishment (Maslach & Jackson, 1981; Maslach,
Schaufeli & Leiter, 2001).
The case study provides strong evidence of emotional exhaustion, as employees reported feeling mentally
drained from continuous exposure to complex legal and financial work, long working hours, and insufficient
rest. Many employees indicated that they were unable to sleep properly and experienced chronic fatigue,
which reflects severe depletion of emotional and physical energy.
There is also clear evidence of depersonalisation, as employees described a toxic work culture where
individuals felt detached, helpless, and trapped. This emotional distancing from work and colleagues is a
common coping mechanism associated with burnout. Additionally, employees’ inability to “switch off”
from work and constant engagement with emails after hours further intensifies this condition.
