TITLE:
Burnout Reduction and Employee Engagement Strategies Used by Some Human Resources Outsourcing Leaders
AUTHORS:
Anthony R. Kilgore, Kim A. Critchlow
KEYWORDS:
Burnout, Employee Engagement, Engagement at Work, Burnout Effects, Employee Burnout at Work, Job Demands-Resources Theory, Work Form Home, Remote Work, Employee Well-Being, Human Resources Outsourcing, PTO, Work Relationships, Recognition, Communication, Engagement, Time Away from Work, Training and Development, Strategies, HRO, Leaders, Benefits, Wellness
JOURNAL NAME:
Open Journal of Business and Management,
Vol.14 No.6,
October
14,
2026
ABSTRACT: Employee burnout is caused by chronic work stress and can lead to increased absenteeism; decreased innovation; and decreased performance at the individual, team, and organizational levels. Human resources outsourcing leaders who fail to reduce employee burnout risk adversely affecting organizational performance. Grounded in job demands-resources theory, the purpose of this qualitative pragmatic inquiry research project was to identify and explore effective strategies used by human resources outsourcing leaders to reduce employee burnout and increase employee engagement. The participants were nine human resources outsourcing leaders who effectively reduced employee burnout and increased employee engagement. Data were collected by conducting semistructured interviews and reviewing secondary data from publicly available sources. Thematic analysis yielded four themes: a) fostering supportive relationships, b) focusing on employee growth and development, c) provisioning for time away from work, and d) creating a culture of employee recognition. A key recommendation is that human resources outsourcing leaders address burnout and engagement as organizational outcomes through intentional leadership practices and strategic human resource initiatives. The implications for positive social change include the potential for human resource outsourcing leaders to create healthier workplaces that support employee well-being. As well-being improves, employees may extend these benefits to their homes and relationships, strengthening communal bonds, enhancing social functioning, and contributing to stability within communities.