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Artificial Intelligence in Health Organizational culture’s impact on burnout

being shared with colleagues or supervisors. Investing in should include questions specific to how employees
OC and burnout mitigation strategies, such as peer groups, perceive the level of support available from colleagues
could significantly reduce burnout. and supervisors. When employees report feeling
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unsupported, leadership can take actionable steps,
6.1. Contributions to the literature such as advocating for employee needs during
This study makes several contributions to the existing executive discussions and ensuring that staff have
literature. First, it is the first study to use a random forest the necessary resources, supplies, and equipment to
model to predict burnout using perceptions of a positive perform their jobs effectively.
OC as the DV, particularly in the context of the COVID- (iv) Actionable strategies for improvement
19 pandemic. A previous study only used burnout survey To enhance OC and reduce burnout, healthcare
results to predict burnout symptoms in a machine-learning leaders can implement actionable strategies based on best
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model. Second, the random forest model could serve as a practices. Some of these strategies may include:
baseline for tuning and creating additional models to predict • Flexible work schedules: Providing flexibility to
burnout using other aspects of OC, such as supervisor employees helps them balance work and personal
support and the availability of resources needed to perform responsibilities, ensuring they come to work refreshed
one’s job – factors not yet explored in the literature. Third, and with time for their loved ones. 59,60
the model underscores the importance of cultivating a • Mental health resources: Offering access to
positively perceived OC to reduce burnout by demonstrating confidential, 24/7 mental health support services can
that OC can predict burnout scores. Fourth, these models help employees manage stress, both at work and in
introduce an innovative way to predict burnout and could their personal lives. 61,62
be expanded to include employees outside of health systems. • Promoting peer support systems: ENCOURAGING
Finally, this study illustrates that advanced and complex ML peer support groups or mentoring programs can help
techniques can effectively predict burnout. employees feel supported and less isolated at work. 63,64

6.2. Contributions to the healthcare industry • Case studies for inspiration: Learning from successful
case studies or applying concepts from recent literature
This study offers valuable insights with practical implications can guide leaders in designing interventions aimed at
for the healthcare sector. reducing burnout and improving OC.
(i) Burnout symptom prediction and prevention
Based on the model and OC survey results, healthcare By actively using these strategies, healthcare
leaders, including hospital chief executive officers and organizations can create an environment that prioritizes
human resource executives, can anticipate specific employees’ well-being, reduces burnout, and ultimately
burnout symptoms, such as depersonalization among improves the quality of patient care. The model’s finding
employees toward their coworkers, patients, and that “feeling at wit’s end” has low predictive power on
visitors. Depersonalization, which may negatively perceptions of OC suggests that organizational leaders
impact patient satisfaction, requires leaders to should not focus on an individual’s feelings of frustration,
prioritize and improve their OC. Given that patient as these may be temporary. Instead, leaders should focus
satisfaction is critical in healthcare, enhancing OC on how employees treat visitors, coworkers, patients, and
becomes a strategic imperative. others in the health system. The high predictive power of
(ii) Burnout interconnection awareness callousness toward others indicates that leaders should
The findings highlight the strong predictive focus on modeling empathy and appropriate behavior
relationships among various burnout symptoms, expectations for employees. Leaders can demonstrate
such as callousness toward others and reluctance empathy by showing consideration for different
to retake one’s current job. The strong association perspectives, particularly when addressing dilemmas.
between burnout symptoms and turnover highlights For example, when speaking with patients, leaders
the importance of addressing burnout to reduce costly could use open-ended questions and offer choices rather
staff attrition. Leaders should monitor early signs of than presenting authoritative statements with only one
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burnout, as indicated by the model, and investigate its solution. In addition, using clear, direct language can
causes, including issues related to OC. improve patients’ understanding while demonstrating
(iii) OC monitoring personal concern, such as asking how patients are feeling,
Conducting regular employee satisfaction surveys can enhance engagement.
helps leaders identify changes in OC and detect In addition, retaking one’s current job showed strong
potential issues before they escalate. 56,57 Surveys predictive power on perceptions of OC, suggesting that

Volume 2 Issue 3 (2025) 88 doi: 10.36922/aih.5127