Golembiewski, et al. (1996) states that there are a number of emotional and physical factors that cannot be included into the operational definitions or be phased. Schaufeli, Maslach, and Marek (1993) states that there are many elements of the burnout that manifest in the work environment. The first phase is showcased by dysphonic symptoms. The exact impact of the job burnout is seen in the Maslach Burnout Inventory
Oldenburg Burnout Inventory (OLBI) is another model that is used to measure the degree of exhaustion and disengagement. These theories points to the various impact employee burnouts would cause.
Hence the consequence of the job performance can be divided into personal level and the organizational level. At a professional level there is a feeling of helplessness, apathy by the employees. They start to develop feelings of resentment that leads to them to not meet their objectives. At an organizational level there is the feeling of personal relationship that is lost (Demerouti and Bakker, 2008). This leads to a number of issues for the company. They lose their competitive edge, causes more employee turnover and the company cannot sustain when there is high level of employee burnout. These are some of the consequences of this employee burnout in the companies. Company’s management tries to devise ways to address the employee burnout.