Research On The Impact Of Outward Bound On Job Burnout Of Sales Staff

In recent years, with the uprising hyper-competitiveness of society, job burnout, whichresultes form unprecedented stress of daily work, has attracted people’s great concern.Enterprisemanagers pay much attention to staffs’ emotional management, especially to those who contactwith customers directly. For customers’emotions are highly affected by sales staff and vice versa.Moreover, the customers’ purchasing behavior may be decided directly or indirectly by salesstaffs’ emotions and services that they experienced themselves.This paper, therefore, aims to findeffective intervention strategies to mininize the negative influence of sales staff’s job burnout byreserching on outward bound, which is one of the most dominant experiential training modes.Through methods of referring to a large number of documents, questionnaires, interviews,experiments and mathematical statistics, this paper applies the " Burnout MBI-GS scale " revisedby Chinese scholars Li Chaoping, which attributes to an investigation of380sales staffs beforeand after two days and a night outward bound in three dimensional indicators, emotionalexhaustion, depersonalization and low sense of achievement. Conclusions have been drawn asfollowing.Firstly, outward bound plays an active role in relieving or eliminating sales staffs’ jobburnout, especially for the young and the staffs in early career. Secondly, because of emotionengagement and pressure, sales staffs usually have strong sense of emotional exhaustion anddepersonalization; but the scale of low sense of achievement has no obvious response due to ahigh sense of competence and self-accomplishment.Thirdly, by changing sales staffs’ mentalityand way of thinking, promoting their ability of resistance to pressure and self-confidence,improving the interpersonal relationship, outward bound can solve two problems of sales staffs’emotional exhaustion and depersonalization. Fourthly, outward bound has a positive influence onrelieving sales staffs’ job burnout. The number of no-job burnout staff increases by40percent,and low-job burnout staff decreases from50percent to about30persent, and medium to high jobburnout staff decends to under10percent.The paper also promotes some recommendations.Firstly, outward bound programme, which could nodoubt release some staffs’ sense of jobburnout, but it is not the only straw to survive. Enterprises should also objectively assess salesstaffs’ workload and work pressure, appropriately reduce organization’s formality, offer moreopportunities for staffs to make decisions, develop a more rational incentive system, andsupervise the implementation fairness.Secondly, enterprise managers should provide more profitsand careness for the employees as much as possible, therefore, positive and relaxed emotionamong employees could have a better outcomes. Thirdly, enterprise should organize a large-scale outward bound programme once a year, and reinforce the large outward bound function by theperiodical small-scale activities, in order to prevent staff from establishing the sense of jobburnout.Fourthly, training companies should increase the number of female trainers and maturetrainers in order to make the programme more effective, and try to encourage male and elderstaff’s engagement.Fifthly, individual employees should participate more sport games, whichconsist of more combination and teamwork, moreover, try to cultivate and establish a betterinterpersonal relationship.