INTERNATIONAL JOURNAL OF RESEARCH AND SCIENTIFIC INNOVATION (IJRSI)  
ISSN No. 2321-2705 | DOI: 10.51244/IJRSI |Volume XII Issue X October 2025  
Relationship between Job Satisfaction and Burnout Syndrome among  
Healthcare Personnel in Mathari National Teaching and Referral  
Hospital, Nairobi County  
Judith Lukaka., Dr. Lucy Njiru and Dr. Daniel Kitongs  
Tangaza University, Karen, Nairobi  
DOI: https://dx.doi.org/10.51244/IJRSI.2025.1210000322  
Received: 26 October 2025; Accepted: 04 November 2025; Published: 21 November 2025  
ABSTRACT  
Healthcare professionals face demanding work environments that can contribute to burnout and influence job  
satisfaction. This study investigated the relationship between job satisfaction and burnout syndrome among  
healthcare personnel at Mathari National Teaching and Referral Hospital in Nairobi County, Kenya. Guided by  
Herzberg’s Two-Factor Theory (1959) and the Burnout Multidimensional Model by Maslach and Jackson  
(1981), the study employed a quantitative correlational design. Data were collected through a census approach  
using the Job Satisfaction Survey and the Maslach Burnout Inventory from 227 healthcare personnel across  
various professional categories. Findings showed that 95.6% of participants reported neutral job satisfaction,  
while burnout levels were high across emotional exhaustion (48.9%), depersonalization (57.3%), and low  
personal accomplishment (72.2%). Pearson correlation analysis revealed a weak, non-significant negative  
relationship between job satisfaction and emotional exhaustion (r = –.071, p < .001), a small significant negative  
relationship with depersonalization (r = –.23, p < .001), and a small significant positive relationship with personal  
accomplishment (r = .172, p < .01). These results align with global studies that demonstrate a negative  
association between job satisfaction and burnout. The study emphasizes the need for workplace support systems  
and self-care initiatives to promote the mental health of healthcare personnel.  
Keywords: Job satisfaction, burnout syndrome, healthcare personnel, Mathari National Teaching and Referral  
Hospital.  
INTRODUCTION  
Healthcare professionals are integral to modern healthcare systems, serving at the forefront of diagnosing,  
treating, and preventing both physical and mental illnesses. They promote health and well-being by applying  
preventive and curative interventions to meet the diverse needs of individuals and communities (World Health  
Organization [WHO], 2013). However, the healthcare profession is inherently demanding and exposes workers  
to numerous stressors, including long working hours, emotional strain, and the trauma of witnessing patient  
suffering (Alghamdi & Alshahrani, 2023). Research by Mannings-Jones et al. (2016) and Ogińska-Bulik et al.  
(2021) shows that continuous exposure to patients’ distress can lead to compassion fatigue, stress, and burnout  
among healthcare professionals. Although these individuals are often perceived as resilient, they experience  
emotional exhaustion that can negatively affect their job satisfaction, performance, and overall well-being.  
Understanding how job satisfaction relates to burnout is therefore crucial in addressing workforce challenges  
within healthcare systems.  
Job satisfaction refers to the degree of positive or negative feelings employees hold toward their work. It  
encompasses multiple dimensions, such as remuneration, working conditions, job security, and interpersonal  
relationships (Spector, 1985). In healthcare, job satisfaction is vital for ensuring high-quality patient care,  
employee retention, and overall institutional effectiveness (Lu et al., 2019). Studies have shown that low job  
satisfaction is closely linked to high burnout levels, low motivation, and increased turnover rates (Laschinger et  
al., 2016). In high-pressure hospital environments, particularly those involving direct patient care, the interaction  
between job satisfaction and burnout is especially pronounced. Afulani et al. (2021) found that 69.4% of  
healthcare providers in Kenya experienced burnout, with high stress levels contributing to low job satisfaction.  
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Similarly, Goetz et al. (2015) reported that dissatisfaction with remuneration, inadequate resources, and limited  
career advancement opportunities negatively affected the morale of healthcare workers. These findings suggest  
that job satisfaction and burnout are deeply interconnected, requiring deliberate organizational attention to  
improve both employee welfare and service quality. Burnout syndrome (BS) is a psychological condition  
resulting from chronic workplace stress that has not been successfully managed. It is characterized by emotional  
exhaustion, depersonalization, and reduced personal accomplishment (Maslach & Leiter, 2016). The WHO  
(2019) identifies burnout as a syndrome resulting from prolonged stress, marked by exhaustion, cynicism, and  
decreased professional efficacy. Globally, burnout among healthcare professionals has become a major concern  
due to its impact on both employees and patient outcomes. Dyrbye et al. (2017) found that persistent work-  
related stress among physicians and other healthcare workers can lead to emotional exhaustion, reduced job  
satisfaction, and lower productivity. Similarly, Reith (2018) noted that burnout is linked to increased medical  
errors and higher turnover rates among healthcare professionals. Li et al. (2024) further emphasize that burnout  
compromises not only individual performance but also the quality of care and organizational stability. These  
findings underscore the urgency of addressing burnout as a critical occupational health issue globally.  
Regionally, healthcare professionals across Africa face even greater challenges that heighten the risk of burnout.  
Limited staffing, resource shortages, and poor infrastructure continue to strain healthcare systems (Debes et al.,  
2021). Oleribe et al. (2019) identified systemic challenges such as inadequate personnel (17.82%), inefficient  
resource allocation (17.45%), and poor maintenance of healthcare infrastructure (10.18%) as major contributors  
to work-related stress. In South Africa, Kgatle et al. (2023) found that 95% of healthcare personnel in a public  
tertiary hospital experienced burnout, while Kabunga et al. (2024) reported that nearly 40% of healthcare  
professionals in Uganda suffered high levels of burnout. These studies demonstrate that occupational stress and  
burnout are widespread in African healthcare systems, often exacerbated by under-resourced environments and  
limited institutional support. Consequently, the regional context highlights the urgent need for targeted  
interventions to safeguard the mental health and motivation of healthcare personnel.  
In Kenya, burnout among healthcare workers is a growing concern, particularly in large and specialized  
institutions such as Mathari National Teaching and Referral Hospital (MNTRH). As the country’s principal  
psychiatric referral and teaching hospital, Mathari provides mental health services to a vast and diverse  
population, placing immense pressure on its workforce. The emotionally demanding nature of psychiatric care,  
coupled with high patient volumes and resource constraints, has been linked to low job satisfaction and high  
burnout levels among healthcare professionals (Wachira et al., 2020). These conditions can lead to emotional  
exhaustion, reduced morale, and decreased quality of care. Given the critical role of MNTRH in Kenya’s mental  
health system, it is essential to understand how job satisfaction and burnout interact among its healthcare workers  
to inform effective organizational and policy interventions.  
This study was anchored on two theoretical frameworks: Herzberg’s Two-Factor Theory and Maslach’s  
Multidimensional Model of Burnout. Herzberg, Mausner, and Snyderman (1959) proposed that job satisfaction  
and dissatisfaction are influenced by distinct sets of factors. Motivator factors such as recognition, achievement,  
and opportunities for advancement enhance satisfaction, whereas hygiene factors such as pay, supervision, and  
working conditions prevent dissatisfaction (Herzberg, 1985). Herzberg’s theory suggests that improving hygiene  
factors alone reduces dissatisfaction but does not necessarily increase satisfaction; true motivation arises from  
the presence of motivators. Ewen et al. (1968) criticized the theory for its methodological weaknesses,  
particularly in the way data were collected and interpreted. Ssesanga and Garrett (2005) further observed that  
the application of Herzberg’s theory may vary across cultures, as factors influencing job satisfaction differ  
depending on social and economic contexts. Despite these criticisms, the theory remains valuable in  
understanding workplace satisfaction among healthcare personnel. Maslach’s Multidimensional Model of  
Burnout, developed by Maslach and Jackson (1981), complements Herzberg’s theory by examining the  
psychological and emotional dimensions of burnout. The model defines burnout as comprising emotional  
exhaustion, depersonalization, and reduced personal accomplishment. According to Maslach, Schaufeli, and  
Leiter (2001), burnout develops when there is a mismatch between the individual and the workplace in areas  
such as workload, control, reward, community, fairness, and values. Halbesleben and Rathert (2008) further  
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explain that in healthcare environments, emotional demands and heavy workloads significantly contribute to  
burnout among professionals. Similarly, the World Health Organization (2019) highlights that limited support  
systems and stressful working conditions in mental health settings intensify these challenges. Integrating  
Herzberg’s and Maslach’s frameworks provides a comprehensive understanding of how job satisfaction and  
burnout interact to shape healthcare workers’ motivation, well-being, and performance.  
Despite extensive research globally and across Africa, there remains a notable gap in understanding the  
relationship between job satisfaction and burnout syndrome among healthcare professionals in specialized  
psychiatric settings in Kenya. Most local studies have focused on general hospitals, overlooking the unique  
emotional and psychological pressures experienced by healthcare workers in mental health institutions.  
Addressing this gap is essential for developing evidence-based strategies that enhance job satisfaction, reduce  
burnout, and improve the quality of patient care within Kenya’s mental health system.  
Therefore, this study aimed to fill this gap by examining the relationship between job satisfaction and burnout  
syndrome among healthcare workers at Mathari National Teaching and Referral Hospital in Nairobi County,  
Kenya. Specifically, the study sought to answer the following research questions:  
RQ1: What are the levels of job satisfaction among healthcare workers at Mathari National Teaching and  
Referral Hospital?  
RQ2: What are the levels of burnout syndrome among healthcare workers at Mathari National Teaching and  
Referral Hospital?  
RQ3: What is the relationship between job satisfaction and burnout syndrome among healthcare workers at  
Mathari National Teaching and Referral Hospital?  
METHODOLOGY  
This study adopted a positivism paradigm, which emphasizes objective facts and observable relationships while  
minimizing researcher bias (Park et al., 2020). A quantitative approach using a correlational survey design was  
employed to examine the relationship between job satisfaction and burnout syndrome among healthcare workers.  
The study was guided by the following specific objectives:  
1. To determine the levels of job satisfaction among healthcare workers at Mathari National Teaching and  
Referral Hospital.  
2. To assess the levels of burnout syndrome among healthcare workers at Mathari National Teaching and  
Referral Hospital.  
3. To examine the relationship between job satisfaction and burnout syndrome among healthcare Personnel  
The target population comprised 272 healthcare workers from Mathari National Teaching and Referral Hospital  
(MNTRH) in Nairobi County. To enhance the study’s methodological rigor and ensure data integrity, explicit  
inclusion and exclusion criteria were established as presented in Table 1 below  
Table 1: Inclusion and Exclusion Criteria  
Inclusion Criteria  
Exclusion Criteria  
Healthcare workers employed at Mathari National Healthcare workers from other hospitals or  
Teaching and Referral Hospital (MNTRH). healthcare institutions.  
Professionals directly involved in patient care or support Administrative or non-clinical staff not directly  
services (e.g., nurses, clinical officers, psychologists,  
psychiatrists, social workers, occupational therapists).  
involved in patient care.  
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Employees who had worked at MNTRH for at least six Newly recruited staff with less than six months  
months.  
of service.  
Healthcare workers aged between 21 and 65 years.  
Participants who voluntarily provided informed consent.  
Workers below 21 or above 65 years of age.  
Individuals who declined or failed to provide  
informed consent.  
Ethical Approval  
Ethical approval for this study was obtained from the Tangaza University Research Ethics Committee (TUREC)  
(Ref: TU/ISERC2025/01/00091), the National Commission for Science, Technology, and Innovation  
(NACOSTI) (Permit No: 788210), and the Institutional Scientific and Ethics Review Committee (ISERC) of  
Mathari National Teaching and Referral Hospital (Ref: 2025/ISERC-027). All research procedures adhered  
strictly to the ethical standards prescribed by these bodies, ensuring confidentiality, anonymity, and the  
protection of participants throughout the study. Participation was voluntary, and informed consent was obtained  
from all participants prior to data collection. The researcher declares that the study was self-funded and that there  
were no conflicts of interest personal, financial, or professional that could have compromised the integrity of the  
research or its dissemination.  
Data Availability  
Data collection was conducted using two standardized instruments: the Job Satisfaction Survey (JSS) developed  
by Paul Spector (1985) and the Maslach Burnout Inventory (MBI) developed by Maslach and Jackson (1981).  
Both instruments have been widely validated and are recognized for their reliability and psychometric strength  
in assessing job satisfaction and burnout among healthcare professionals. In this study, the JSS, which consisted  
of 36 items, demonstrated good internal reliability with a Cronbach’s alpha coefficient of .837, while the MBI,  
comprising 22 items, also displayed good reliability with a coefficient of .841. Tests of normality indicated that  
responses for both instruments were approximately normally distributed, with skewness and kurtosis values  
falling within the acceptable range for assuming normality. Data analysis was performed using SPSS version 25.  
The dataset supporting the findings of this study is available from the corresponding author upon reasonable  
request, in accordance with ethical and data protection standards  
RESULTS  
This section presents the findings of the study in three stages. First, it outlines the demographic characteristics  
of the healthcare personnel who participated in the study. Next, it describes the levels of job satisfaction and  
burnout among the respondents. This step provides essential context for understanding the distribution of each  
variable, which is crucial for conducting a valid correlation analysis. Finally, the section presents the results of  
the Pearson correlation analysis used to examine the relationship between job satisfaction and burnout syndrome  
among healthcare personnel at Mathari National Teaching and Referral Hospital.  
Table 2: Demographic Characteristics  
Frequency  
Percentage  
Age  
20 - 30 years  
31 - 40 years  
41 – 50 years  
51 and above  
21  
9.3  
102  
81  
44.9  
35.7  
10.1  
23  
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Gender  
Male  
112  
115  
49.3  
50.7  
Female  
Employment Status  
Full-time  
122  
75  
53.7  
33.0  
13.2  
Part-time  
Temporary/Contract  
Work Experience  
Less than 1 year  
1 - 5 years  
30  
35  
66  
60  
49  
17  
15.4  
29.1  
26.4  
21.6  
7.5  
6 - 10 years  
11 - 15 years  
16 years and above  
Professional Role  
Nurse  
53  
44  
43  
32  
32  
21  
2
23.3  
19.4  
18.9  
14.1  
14.1  
9.3  
Clinical/Counselling Psychologist  
Psychiatrist  
Counsellor  
Social Worker  
Occupational Therapist  
Nutritionists  
.9  
As presented in Table 2, most healthcare personnel were aged between 31 and 40 years (44.9%), followed by  
those aged 41–50 years (35.7%). The majority were female (50.7%), while 49.3% were male. More than half  
(53.7%) were employed full-time, 33.0% part-time, and 13.2% on temporary or contractual terms. Most  
respondents had between 1–5 years (29.1%) and 6–10 years (26.4%) of work experience. The largest  
professional group were nurses (23.3%), followed by clinical or counselling psychologists (19.4%) and  
psychiatrists (18.9%).  
Table 3: Levels of Job Satisfaction (n=227)  
Levels of JSS  
Dissatisfied  
Neutral  
Frequency  
Percentage (%)  
7
3.1  
217  
95.6  
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Satisfied  
3
1.3  
Total  
227  
100.0  
Table 3 shows that most participants (95.6%) reported a neutral level of job satisfaction, 3.1% indicated  
dissatisfaction, and 1.3% expressed satisfaction. These findings suggest that the majority of respondents held a  
neutral perception of their work, implying that job satisfaction factors were moderate, with no strong positive or  
negative influences identified.  
Table 4: Levels of Emotional Exhaustion (n=227)  
Levels of Emotional Exhaustion  
Low Exhaustion  
Frequency  
Percentage (%)  
33  
14.5  
36.6  
48.9  
100.0  
Moderate Exhaustion  
High Exhaustion  
83  
111  
227  
Total  
Table 4 shows that nearly half of the participants (48.9%) experienced high emotional exhaustion, 36.6%  
reported moderate levels, and 14.5% reported low exhaustion. These findings suggest that most participants  
experienced moderate to high emotional strain, reflecting notable fatigue among healthcare personnel.  
Considering that job satisfaction levels were neutral, the results imply that emotional exhaustion may stem from  
other underlying factors within the work environment rather than dissatisfaction alone.  
Table 5: Levels of Depersonalization (n=227)  
Levels of Depersonalization  
Low Depersonalization  
Moderate Depersonalization  
High Depersonalization  
Total  
Frequency  
Percentage (%)  
28  
12.3  
30.4  
57.3  
100.0  
69  
130  
227  
Table 5 shows that more than half of the participants (57.3%) reported high levels of depersonalization, 30.4%  
reported moderate levels, and 12.3% reported low levels. These results indicate that a substantial proportion of  
respondents experienced high depersonalization, reflecting notable burnout among healthcare personnel.  
Table 6: Levels of Personal Accomplishment (n=227)  
Levels of Accomplishment  
Low Accomplishment  
Moderate Accomplishment  
High Accomplishment  
Total  
Frequency  
Percentage (%)  
164  
49  
72.2  
21.6  
6.2  
14  
227  
100.0  
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Table 6 shows that most participants (72.2%) reported low levels of personal accomplishment, 21.6% reported  
moderate levels, and 6.2% reported high levels. These findings indicate that the majority of respondents  
experienced reduced personal accomplishment, consistent with elevated burnout levels among healthcare  
personnel  
The third objective of the study examined the relationship between job satisfaction and burnout syndrome among  
healthcare personnel at MNTRH. Burnout was conceptualized as a multidimensional construct comprising  
emotional exhaustion, depersonalization, and reduced personal accomplishment. Therefore, the analysis was  
conducted separately for each subscale of the MBI to provide a clearer understanding of how job satisfaction  
relates to each dimension of burnout, as presented in Tables 7, 8, and 9  
Table 7: Pearson’s Correlation Analysis Between Job Satisfaction and Emotional Exhaustion (n=227)  
Total JSS  
Total JSS  
Pearson Correlation  
1
Sig. (2-tailed)  
N
227  
Total  
Exhaustion  
Emotional Pearson Correlation  
-.071  
.285  
227  
Sig. (2-tailed)  
N
Table 7 presents a weak negative correlation between job satisfaction and emotional exhaustion, which was not  
statistically significant (r = –.071, p = .285). This indicates that higher job satisfaction was not meaningfully  
related to emotional exhaustion among healthcare personnel at MNTRH.  
Table 8: Pearson Correlation Analysis Between Job Satisfaction and Depersonalisation (n=227)  
Total JSS  
Total JSS  
Pearson Correlation  
Sig. (2-tailed)  
N
1
227  
Total Depersonalization  
Pearson Correlation  
Sig. (2-tailed)  
N
-.234  
.000  
227  
Table 8 presents a small but statistically significant negative correlation between job satisfaction and  
depersonalization (r = –.234, p < .001). This means that higher job satisfaction was associated with lower levels  
of depersonalization among healthcare personnel. However, since overall depersonalization scores remained  
high, job satisfaction alone appeared insufficient to substantially reduce depersonalization at MNTRH.  
Table 9: Pearson’s Correlation Analysis Between Job Satisfaction and Personal Accomplishment (n=227)  
Total JSS  
Total JSS  
Pearson Correlation  
1
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Sig. (2-tailed)  
N
227  
.172  
.010  
227  
Total  
Accomplishment  
Personal Pearson Correlation  
Sig. (2-tailed)  
N
Table 9 indicates a small but statistically significant positive correlation between job satisfaction and reduced  
personal accomplishment (r = .17, p < .01). This means that higher job satisfaction was associated with lower  
burnout in this dimension, suggesting that healthcare personnel with greater job satisfaction reported a stronger  
sense of accomplishment in their work at MNTRH.  
DISCUSSION  
The study examined the relationship between job satisfaction and burnout syndrome among healthcare personnel  
at Mathari National Teaching and Referral Hospital (MNTRH). The results revealed that most participants  
(95.6%) held a neutral view of their jobs, indicating neither satisfaction nor dissatisfaction. According to  
Herzberg’s Two-Factor Theory (1985), this balance may occur when hygiene factors such as supervision and  
working conditions are adequate but intrinsic motivators like recognition and professional growth remain  
limited. This pattern is comparable to findings by Scanlan (2021) in Australia and Osei (2023) in Ghana, who  
both reported moderate satisfaction among healthcare personnel working in demanding environments.  
With regard to burnout, high levels were observed in emotional exhaustion (48.9%) and depersonalization  
(57.3%), while reduced personal accomplishment (72.2%) was comparatively lower. This suggests that although  
healthcare personnel experienced emotional strain and detachment, many still maintained a sense of professional  
competence. These results align with Maslach and Leiter’s (2016) model, which posits that burnout develops  
unevenly across its dimensions. Similar trends were observed by Kinyanjui (2023) in Uganda and Nwosu (2024)  
in Kenya, who also reported high emotional exhaustion and depersonalization but moderate levels of reduced  
personal accomplishment. Correlation analysis showed a weak and non-significant negative association between  
job satisfaction and emotional exhaustion (r = –.071, p = .285), suggesting that job satisfaction alone did not  
mitigate emotional strain. A small but statistically significant negative correlation was observed between job  
satisfaction and depersonalization (r = –.234, p < .001), whereas a positive relationship was found with reduced  
personal accomplishment (r = .17, p < .01). These results indicate that higher job satisfaction was related to  
lower burnout levels across certain dimensions These findings support Herzberg’s proposition that motivators  
enhance engagement, while their absence contributes to emotional withdrawal. The results show that job  
satisfaction affects some aspects of burnout but does not prevent emotional exhaustion. Therefore, organizations  
should create interventions that build motivation, recognize employee efforts, and strengthen staff support  
CONCLUSION  
This study examined the relationship between job satisfaction and burnout syndrome among healthcare  
personnel at Mathari National Teaching and Referral Hospital (MNTRH) in Nairobi County, Kenya. The  
findings revealed that most participants held a neutral view of their jobs, suggesting that neither satisfaction nor  
dissatisfaction strongly characterized their work experience. According to Herzberg’s Two-Factor Theory, this  
may stem from adequate pay and supervision but few opportunities for recognition or growth.  
The results showed high levels of burnout among healthcare personnel. Nearly half reported emotional  
exhaustion, more than half experienced depersonalization, and many had reduced personal accomplishment.  
These findings support Maslach’s Burnout Model, which views burnout as a response to ongoing work stress.  
They also show the emotional strain faced by healthcare workers, especially in psychiatric hospital.  
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Correlation results showed that job satisfaction was weakly and insignificantly related to emotional exhaustion  
but significantly related to depersonalization and reduced personal accomplishment. This means job satisfaction  
reduces some aspects of burnout but not emotional fatigue. Burnout remains a complex condition influenced by  
both personal and workplace factors.  
In summary, the study found a weak negative relationship between job satisfaction and burnout, meaning that  
higher satisfaction slightly lowers burnout levels. Neutral job satisfaction alone cannot prevent burnout. The  
findings show the need for institutions to improve both intrinsic and extrinsic job factors to support staff well-  
being and patient care. The study adds to knowledge by showing that in Kenya’s psychiatric healthcare setting,  
enhancing job satisfaction requires attention to employee welfare and service quality  
RECOMMEDATIONS  
The study revealed varying levels of job satisfaction and burnout syndrome among healthcare workers, with  
some employees reporting high satisfaction and low burnout, while others experienced the opposite. To address  
this, it is recommended that  
Enhance Workplace Support Systems  
Even though the relationship between job satisfaction and burnout was weak, healthcare workers still experience  
emotional strain. MNTRH should strengthen support systems such as peer counseling, regular debriefing  
sessions, and mentorship programs to help employees manage stress effectively.  
Promote Staff Recognition and Appreciation  
Management should recognize employees’ efforts through verbal appreciation, awards, or non-monetary  
incentives. Feeling valued can increase morale and contribute to a more positive work atmosphere.  
Review and Improve Working Conditions  
Ensure adequate staffing levels, fair workload distribution, and availability of essential resources. Improving  
these factors can indirectly enhance job satisfaction and reduce the risk of burnout.  
Provide Continuous Professional Development  
Offer regular training, workshops, and career advancement opportunities. Empowering staff with new skills can  
enhance motivation and foster a sense of growth and purpose.  
Strengthen Communication and Feedback Channels  
Encourage open communication between management and staff. Establish feedback mechanisms where  
employees can freely express concerns and suggestions, ensuring they feel heard and involved in decision-  
making.  
Introduce Mindfulness and Wellness Programs  
MNTRH should introduce mindfulness and wellness programs that support the emotional well-being of  
healthcare workers. These may include mindful self-compassion sessions, stress management workshops, mental  
health awareness activities, and periodic staff retreats aimed at relaxation, reflection, and resilience building.  
Such initiatives would help employees manage stress, enhance self-awareness, and prevent burnout.  
Recommendations to Policy Makers (Ministry of Health and Related Agencies)  
Develop and Enforce Mental Health Policies for Healthcare Workers  
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Create policies that protect and promote the psychological well-being of healthcare personnel, emphasizing  
prevention and management of burnout in all health institutions.  
Allocate Adequate Resources to Mental Health Facilities  
Ensure hospitals like MNTRH receive sufficient funding for staff welfare, infrastructure, and equipment to ease  
workload pressure and improve service delivery.  
Establish National Programs for Staff Wellness  
Introduce nationwide wellness and counseling programs that target healthcare Personnel, particularly those in  
high-stress environments like psychiatric facilities.  
Review Remuneration and Incentive Structures  
Policy makers should periodically review remuneration and incentive structures to maintain fairness and sustain  
motivation among healthcare workers. Strengthening reward systems can help preserve job satisfaction and  
encourage staff retention.  
Support Research on Healthcare Personnel Well-being  
Encourage further research on job satisfaction, burnout, and related psychosocial factors to inform evidence-  
based interventions across healthcare institutions.  
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