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Customer-centric ideology and symptoms of burnout: A case study in the NSW public sector
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DOI：10.1080/15555240.2026.2654061.png)
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Abstract
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This study offers qualitative and ethnographic insights into how symptoms of burnout emerge among frontline contact-center employees in a New South Wales (NSW) public-sector agency operating under an intensely customer-centric ideology and a DNA culture. Using 74 qualitative interviews and sustained ethnographic observation, the analysis identifies three interrelated psychosocial dimensions of burnout: helicopter management, excessive bureaucracy, and customer abuse. Each constitutes a psychosocial hazard, as defined by SafeWork NSW's Code of Practice: Managing Psychosocial hazards at work. The findings show that personality traits and predisposing factors shaped differential vulnerability to burnout, particularly among employees at the coalface who worked under strong ideological constraints. The author conclude that employees who internalize an organization's ideology and culture as part of their self-definition run a higher risk of developing symptoms of burnout. Finally, the study found that the three themes reflected psychosocial hazards. With the introduction of new psychosocial hazard and risk legislation by the NSW Government, senior leaders, workplace practitioners, and clinicians must understand the ideological and cultural contexts in which symptoms of burnout manifest to prevent and manage psychosocial injuries.
Keywords:
Organizational culture
managerial ideology
burnout
psychosocial hazards
ethnography
Journal
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