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Performance expectations and burnout in private club management

Club management is difficult because of the emotional energy it consumes.There is a high degree of mental and psychological work involved in treating everyperson and situation as important. As demonstrated by the results of this study,club managers suffer the effects of varying degrees of emotional exhaustion,depersonalization, and feelings of a lack of personal accomplishment, whichcomprise the three elements of burnout. In research question 1, comparison ofoverall private club manager burnout from this study to Maslach’s overall sampleof burnout suggests that club managers rate average in burnout intensity by allthree elements. In research question 2, club manager typologies suggest that thehigh touch, high profile managers, who are often younger, less experiencedmanagers, and/or managers who work in smaller operations, are the most burnedout. Finally, this study investigated three additional research questions, whichsuggest significant evidence (p = < .05) that 3) managers at clubs performingworse than in past suffer more burnout that managers where performance hasbeen better, 4) managers expecting their club to perform worse in the future suffermore burnout than managers expecting performance to be the same or expectingperformance to be better, and 5) managers expecting the club industry to performworse in the future suffer more burnout than managers expecting performance tobe the same or expecting performance to be better.

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