The findings challenge a common assumption in organizational management that heavier workloads and burnout automatically lead to lower employee performance. Instead, the study suggests that employee performance may depend on a broader combination of organizational and individual factors, including work culture, leadership, motivation, and employee adaptability.
Employee Performance Became a Growing Concern
PT Putra Grup Agribisnis, a company operating in oil palm nurseries and other agricultural commodities, has experienced a gradual decline in employee performance in recent years. Company records showed a decrease in the number of employees receiving excellent performance evaluations, alongside increasing absenteeism, tardiness, sick leave, and employee resignations.
Preliminary surveys also revealed that many employees struggled to meet work targets, complete assignments on schedule, and maintain optimal productivity. Employees frequently reported experiencing high workloads, tight deadlines, and demanding performance expectations. These conditions raised concerns that workload and burnout might be reducing overall organizational performance.
Research Covered the Entire Workforce
The researchers conducted a quantitative associative study involving all 50 employees of PT Putra Grup Agribisnis through a saturated sampling approach, ensuring that every employee participated in the research.
Information was collected using:
- Structured questionnaires
- Interviews
- Company documentation
The research team analyzed the data using Partial Least Squares–Structural Equation Modeling (PLS-SEM) to examine both direct and indirect relationships among workload, burnout, job satisfaction, and employee performance. Before the analysis, all research instruments were tested to ensure their validity and reliability.
Key Findings
The statistical analysis demonstrated that most proposed relationships were not supported.
The main findings include:
- Workload had a positive but statistically insignificant effect on employee performance.
- Burnout also showed a positive but insignificant relationship with employee performance.
- Job satisfaction did not significantly improve employee performance.
- Workload had no significant influence on job satisfaction.
- Burnout had a positive and statistically significant effect on job satisfaction.
- Job satisfaction did not mediate the relationship between workload or burnout and employee performance.
Among the seven hypotheses tested, only one—the relationship between burnout and job satisfaction—was statistically significant.
Why Didn't Burnout Reduce Performance?
Although burnout is widely recognized as a factor that can lower productivity, the study found that employees at PT Putra Grup Agribisnis continued to perform relatively well despite experiencing moderate levels of work-related fatigue.
The researchers observed that employees generally remained capable of:
- Maintaining work quality
- Completing assignments on time
- Managing their work schedules effectively
- Meeting organizational standards
According to the study, burnout levels had not reached a severity capable of significantly disrupting employee performance. Likewise, the workload perceived by employees remained within a manageable range.
The authors also suggested that employee performance is likely influenced by other important variables not included in the research model, such as individual competence, work experience, organizational culture, leadership style, motivation, and supervisory practices.
Burnout Still Matters for Employee Well-Being
Although burnout did not significantly reduce employee performance, it had a meaningful impact on job satisfaction.
This finding indicates that organizations should continue monitoring employee well-being because prolonged burnout may gradually reduce workplace satisfaction, potentially affecting organizational outcomes over the long term.
Based on their findings, the researchers recommend that companies:
- Distribute workloads more proportionally.
- Improve work schedules and provide adequate rest periods.
- Strengthen communication between managers and employees.
- Foster better collaboration among coworkers.
- Offer regular employee training and career development programs.
- Create a healthier and more supportive work environment.
Implications for Human Resource Management
The study offers valuable insights for companies seeking to improve organizational performance. Rather than assuming that reducing workload alone will enhance productivity, managers should adopt a broader human resource strategy that includes employee development, leadership quality, organizational culture, and psychological well-being.
For business leaders, the findings suggest that moderate workloads do not necessarily harm employee performance when employees possess sufficient coping abilities and organizational support. However, burnout should not be ignored because its influence on job satisfaction could eventually affect employee retention, motivation, and long-term organizational sustainability.
The research also provides useful evidence for policymakers, HR professionals, and business executives interested in designing healthier workplaces while maintaining productivity.
Authors' Perspective
According to M. Rezky Mahendra, Prof. Dr. Yeni Absah, and Prof. Dr. Prihatin Lumbanraja of Universitas Sumatera Utara, burnout emerged as the only variable with a statistically significant relationship to job satisfaction, while workload, job satisfaction, and burnout did not significantly explain variations in employee performance within the company. The authors recommend that future studies investigate additional variables—including work motivation, organizational culture, work environment, and leadership style—to provide a more comprehensive understanding of employee performance.
Author Profiles
M. Rezky Mahendra is a researcher in Human Resource Management at Universitas Sumatera Utara (USU), Indonesia.
Yeni Absah is a Professor at the Faculty of Economics and Business, Universitas Sumatera Utara, specializing in Human Resource Management, Strategic Management, and Organizational Development.
Prihatin Lumbanraja is a Professor at the Faculty of Economics and Business, Universitas Sumatera Utara, with expertise in Human Resource Management, Organizational Behavior, and Business Management.
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