Elisabeth PAMMER - Eventnet.at

Burnout as a Corollary
of Event Management
Is the Event Industry too demanding?
BACHELOR PAPER II
submitted at the
IMC Fachhochschule Krems
(University of Applied Sciences)
Bachelor Programme
„Tourism and Leisure Management“
by
Elisabeth PAMMER
10/1/0311/039
Coach: Dr. Georg Christian Steckenbauer, MSc
Submitted on: 03.05.2013

Statutory Declaration
“I declare in lieu of an oath that I have written this bachelor thesis myself
and that I have not used any sources or resources other than stated for its
preparation. I further declare that I have clearly indicated all direct and indirect
quotations. This bachelor thesis has not been submitted elsewhere for
examination purposes.”
Date: 03.05.2013
Signature:
I

Abstract in English
This Bachelor Thesis seeks to combine the fields of event and human resource
management. With a particular focus on burnout as a consequence of mismanaged
demands, an analysis of human resource management practices in event
agencies shall be provided. The main aim is to investigate whether burnout is a
relevant topic in the industry or not and, if so, which measures are in place to care
for its prevention. To tackle these research problems, a profound literature review
has been compiled to build up the foundation for the expert interviews which have
mainly focused on an overall analysis of the industry in order to detect underlying
reasons for burnout development. The analysis of the gained data could uncover
valuable findings. With actual cases being stated, the disorder of burnout is
definitely relevant in the sector. Many factors can cause stressful moments in the
field and, if not managed properly, lead to a depression-like state. Since stress is a
very personal reaction to extrinsic demands, it depends a lot on a person’s character
and management capabilities to handle a complex business environment.
Project-based corporations such as event agencies need to be flexible in order to
properly respond to its employees’ needs and, consequently, retain the highquality
workforce in the company. The paper suggests possible human resource
management procedures against burnout to be implemented by event agencies.
II

Abstract in German
Diese Bachelor-Arbeit vereint die Gebiete von Event- und Personalmanagement.
Mit besonderem Fokus auf Burnout als Konsequenz von misslungenem
Management soll eine Analyse von Personalmanagement-Maßnahmen in
Event-Agenturen präsentiert werden. Das primäre Ziel ist, herauszufinden, ob das
Burnout-Syndrom ein relevantes Thema in der Event-Industrie ist und welche präventiven
Schritte unternommen werden, um dem entgegenzuwirken. Um diese
Forschungsprobleme zu behandeln, ist eine profunde Literaturauswertung
zusammengestellt worden, um eine Grundlage für die Experteninterviews zu
schaffen. Diese Interviews konzentrieren sich vor allem auf eine allgemeine
Analyse der Industrie mit dem Zweck, mögliche Gründe für die Entwicklung von
Burnout aufzudecken. Die Auswertung der gewonnenen Daten brachte wertvolle
Ergebnisse zu Tage. Basierend auf tatsächlichen Burnout-Fällen wird eine
deutliche Relevanz festgestellt. Viele Faktoren können in diesem Geschäftsfeld zu
Stressmomenten führen, die bei inadäquater Handhabung einen depressionsartigen
Zustand zur Folge haben können. Da Stress eine sehr individuelle Reaktion
auf äußere Anforderungen ist, hängt viel vom Charakter der Person und der
Fähigkeit ab, mit dieser vielschichtigen Business-Umgebung umgehen zu können.
Projektbasierte Unternehmen wie Event-Agenturen müssen flexibel sein, um auf
die Bedürfnisse ihrer Angestellten angemessen eingehen und in weiterer Folge die
hochqualifizierte Belegschaft in der Firma halten zu können. Schlussendlich wird
diese Forschungsarbeit denkbare Personalmanagement-Maßnahmen für Event-
Management-Firmen vorschlagen, um Burnout erfolgreich entgegenzuwirken.
III

Table of Contents
Statutory Declaration................................................................................................I
Abstract in English ..................................................................................................II
Abstract in German ................................................................................................III
Table of Contents.................................................................................................. IV
List of Abbreviations............................................................................................. VII
1 Introduction ......................................................................................................1
1.1 Background of the Study...........................................................................1
1.2 Research Questions and Objectives.........................................................3
1.3 Research Design ......................................................................................4
1.4 Chapter Outline.........................................................................................5
2 Theoretical Background ...................................................................................6
2.1 Events.......................................................................................................6
2.2 Event Management...................................................................................7
2.3 Human Resource Management in the Event Industry...............................7
2.4 Burnout Syndrome....................................................................................9
2.4.1 How Burnout Develops: An Approach in Stages ...............................9
2.4.2 Consequences of Burnout ...............................................................12
3 Research Design ...........................................................................................13
3.1 Data Collection........................................................................................13
3.1.1 Literature Review.............................................................................13
3.1.2 Expert Interviews .............................................................................14
3.1.2.1 Interview Guideline ...................................................................15
3.1.2.2 Sampling Technique.................................................................16
3.2 Data Analysis..........................................................................................17
3.3 Ethics in Research..................................................................................18
4 Discussion of Findings ...................................................................................19
4.1 Event Management Industry ...................................................................19
4.1.1 People and Events...........................................................................19
4.1.1.1 Importance of Events................................................................20
4.1.1.2 Future of the Event Industry .....................................................21
IV

4.1.2 Perception of the Industry................................................................21
4.1.3 Differences to other Business Sectors.............................................22
4.1.3.1 Instant Reward .........................................................................22
4.1.3.2 Emotions and Effects of Events................................................22
4.1.3.3 Uniqueness and Irreversibility...................................................23
4.1.4 Staff Turnover..................................................................................23
4.1.4.1 Professional Employees ...........................................................23
4.1.4.2 Additional Staff .........................................................................24
4.2 Burnout in the Event Management Industry............................................25
4.2.1 Definition..........................................................................................25
4.2.2 Burnout – A Temporary Fashion?....................................................26
4.2.3 Relevance in the Event Management Industry ................................27
4.2.4 Importance of Stress........................................................................28
4.2.5 Reasons for Burnout........................................................................29
4.2.6 Factors for Burnout Development in the Event Field .......................31
4.2.6.1 Responsibility ...........................................................................31
4.2.6.1.1 Security of Guests .................................................................31
4.2.6.1.2 Coordination of Staff..............................................................32
4.2.6.2 Stress .......................................................................................32
4.2.6.3 Uncertainty of Business Volume...............................................33
4.2.6.4 Irregularity of Business Activity.................................................34
4.3 Human Capital ........................................................................................35
4.3.1 The Event Business as a People Business .....................................35
4.3.2 The Event Manager .........................................................................36
4.3.3 Motivation and Job Satisfaction .......................................................37
4.4 Event Agency..........................................................................................38
4.4.1 Relevant Burnout Cases..................................................................38
4.4.2 Human Resource Management.......................................................39
4.4.2.1 Preventive Measures................................................................39
4.4.2.2 Human Resource Managers in Event Agencies .......................40
4.4.3 Support and Professional Help ........................................................41
5 Conclusions and Recommendations..............................................................42
V

List of References .................................................................................................46
APPENDICES.......................................................................................................52
Table of Appendices .........................................................................................53
APPENDIX I: Interview Guide Expert Interviews English..................................54
APPENDIX II: Interview Guide Expert Interviews German................................56
APPENDIX III: Coding Tree ..............................................................................58
VI

List of Abbreviations
AV
emba
ICD-10
MBI
Audio-visual
Event Marketing Board Austria
International Classification of Diseases
Maslach Burnout Inventory
VII

1 Introduction
1.1 Background of the Study
As events are an integral part of society, a whole industry has evolved around
them. Compared to other sectors, the business field of events is quite young,
hence, the amount of literature is limited. Academic interest and research in this
field have seen a substantial growth in the last 15 to 20 years only (Schneider, &
Backman, 1996, p. 139). Consequently, there is still a need for deeper analysis of
the different facets of events and event management. Human resource management
is one of these areas. As this industry mainly concentrates on providing
services, it is primarily people who are responsible for the success or failure of an
event. Besides, the guest’s well-being needs to be cared for at all times which puts
a lot of pressure on the individual employee. Therefore, the present paper
proposes a highly sensitive topic: burnout as a corollary of working in the event
management industry. The author’s personal experience of having worked in an
event agency gave the initial motivation to delve into this matter.
Van der Wagen (2007, p. 1ff) emphasizes that there are particular human resource
challenges in connection with events. Being diverse, the workforce is comprised
of an event management team, many paid employees and volunteers. Several
suppliers, such as food vendors or AV (audio-visual) equipment specialists,
further enlarge the number of people being involved in events. Time for proper
staff training is limited and motivation plays a key role in the event’s success.
Moreover, the event industry is characterised by a fast pace and high stress levels.
These and more features differentiate the event industry from other business
sectors. Consequently, there are many possible ways of causing dissatisfaction
amongst employees which might be followed by severe health issues like burnout.
Brown (2007, p. 101) states that “several studies have shown strong links between
employee satisfaction and outcomes like growth, profits, and loyal customers”.
That is why human resource management plays such an essential role in the
management of any business. As there are specific human resource matters
Elisabeth Pammer 1

associated with events, the whole issue is even more complicated and suitable
management methods need to be applied to ensure satisfaction amongst
employees and, consequently, enhance revenue and growth.
Heskett, Sasser and Schlesinger (1997, p. 11ff) present the idea of the so-called
“Service-Profit Chain” which investigates the linkage between employee
satisfaction and company success (see Figure 1). It suggests that internal service
quality has a direct impact on employee satisfaction which leads to increased
productivity and an enhancement of the rate of employee retention. Workplace
design, job design or employee recognition are decisive factors for reaching a high
level of internal service quality. Based on a positive employee spirit, the external
service value is improved with better results for the customer. This raises
customer satisfaction by meeting and exceeding the client’s expectations. By
doing so, the client turns into a loyal customer and generates repeat business.
Literature highlights that attracting a new client is way more cost-intensive than
retaining an existing one. Brown, Gummesson, Edvardsson and Gustavsson
(1991, p. 269), for example, state that gaining a new customer is five times more
expensive than pleasing and keeping a current one. Therefore, customer loyalty
contributes to a great extent to revenue growth and profitability of a company.
Figure 1: The Links in the Service-Profit Chain
Source: graph modified after Heskett et al. (1997, p. 19)
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Especially within the complex event management industry, employees need to be
excellent in numerous business fields – be it project management, organization,
accounting or budgeting. These high demands can lead to mental exhaustion
resulting in burnout. Human resource management as one of the four basic pillars
of successful events should set preventive measures to support employees in this
sphere (Goldblatt, 2011, p. 30). The question arises whether or not this is true for
event management companies. Is the issue of burnout broached in those organisations?
To broaden the body of knowledge in this matter, the current research
aims at investigating whether or not burnout is a topic of consideration in event
agencies. Furthermore, it will be analysed in how far event businesses tackle this
problem as part of their human resource strategies.
1.2 Research Questions and Objectives
The aim of the present research is to uncover essential issues related to the management
of human capital in the event industry. It is basically an analysis of the
industry with regards to human resource management. As this is quite a broad
topic, the paper focuses on the burnout syndrome as a severe impact on the lives
of people employed in this business.
The nature of the event management field is stressful and demanding. The
present paper poses the question whether or not the demands are too high to
cope with. Furthermore, consequences are discussed by paying attention to the
employee’s health. As a result, is the burnout syndrome a recognized problem in
this industry or rather something that is swept under the carpet?
It is not intended to question the importance of human capital for a company. No
manager will ever doubt that the qualifications of employees are decisive for the
well-being and success of an event agency. It is rather about how well human
resource management can deal with the challenges of a dynamic and multifaceted
business environment. With focus on the burnout syndrome as a result of these
complex conditions, human resource practices will be analysed.
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The aim is to answer the following research questions:
Is the burnout syndrome a widely recognized problem in the event
management industry?
• What are concrete reasons for developing burnout in the event
management field?
Are there proper human resource management practices in place to counter
the phenomenon of burnout?
• If yes, which preventive measures are set to avoid employees suffering
from burnout?
• If no, which measures could be taken to ensure the employees’ health?
1.3 Research Design
In order to examine these research questions, qualitative research has been
conducted. More specifically, a literature review on the essential issues in the field
of study has been carried out. To gather primary research data, seven expert
interviews with event managers in Vienna (Austria), Linz (Austria) and Toronto
(Canada) have been arranged. With the aid of the empirical results gained from
these interviews and the theoretical background obtained by the literature review,
the research problems will be tackled. The experts’ profound ideas and thoughts
will be used as the main source of information for this study.
As a basis for research, a literature review needs to be conducted to investigate
the status quo of the topic at hand. A familiarization with the relevant theories,
concepts and ideas is an essential part of conducting research (Finn, Elliott-White,
& Walton, 2000, p. 234). Additionally, expert interviews are defined as a form of
applying semi-structured interviews on experts who are knowledgeable in a certain
field of activity (Flick, 2009, p. 265). For this research, seven event and project
managers have been interviewed to provide information on the relevance of
burnout and its effects in the industry. Due to the limited amount of literature in this
field, the research process is exploratory with the intent to fill this knowledge gap.
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1.4 Chapter Outline
This paper comprises five main chapters, whereby the first one will provide an
introduction to the topic by describing the background of the research. Furthermore,
the research questions and objectives will be displayed. Subsequently, a
brief insight into the research design will be given, followed by a chapter outline.
The theoretical background of the study will be displayed in the second chapter,
where the underlying key concepts will be shown. Events and event management
will be investigated in more detail and a link to human resource management will
be established. This will be followed by focusing on the burnout syndrome with an
explanation of its development and possible consequences.
Chapter 3 will illustrate the research design. This will provide an overview of data
collection which comprises literature review and the qualitative method of expert
interviews. At this point, an explanation of the interview guideline and the sampling
technique will be delivered. Another focus will be set on data analysis. To
conclude this chapter, an evaluation of ethics in research will be given.
The following chapter will present the discussion of relevant findings. Based on the
coding categories, the major issues will deal with the event management industry,
the burnout syndrome, human capital and event agencies. To clarify, the industry
itself will be discussed in order to identify underlying reasons for the development
of burnout. Secondly, the perception of burnout will be investigated with a focus on
possible factors for its occurrence. On top of that, the importance of human capital
will be examined by revealing the event management personality. As a last step,
relevant burnout cases and particular human resource management practices will
be scrutinized.
The fifth chapter will offer conclusions and recommendations. Based on the
analysis being done, suggestions for the prevention of burnout in event agencies
will be provided. Besides, limitations of the research will be discussed and
implications for further research will be presented.
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2 Theoretical Background
This section will provide the basic theoretical background for the topic at hand. It
will be clarified what an event is and what event management comprises. Furthermore,
an overview of human resource challenges in the event industry will be
given. This will be followed by a focus on the phenomenon of burnout. Light will be
shed on the development of this disorder explaining its consequences.
2.1 Events
The term “event” is ubiquitously used in modern society. Events comprise small
intimate dinners just as much as huge international sport happenings like the
Olympic Games. This shows that the event industry is highly fragmented and
comprises many components (Baum, Deery, Hanlon, Lockstone, & Smith, 2009, p.
217). Literature provides a number of definitions. Getz (2007, p. 18) defines an
event as “an occurrence at a given place and time; a special set of circumstances”
and further as “temporal phenomenon”. Although this definition still seems to be
vague, there is one essential characteristic: Events are unique and cannot be
easily replicated. This is underpinned by Goldblatt (2005, p. 6) who defines a
special event as “a unique moment in time celebrated with ceremony and ritual to
satisfy specific needs”. This definition definitely talks about happenings like
weddings but product launches or exhibitions cannot be included here. Therefore,
Getz (2007, p. 27) takes a more general approach and states that an event is a
possibility for a leisure, social or cultural experience beyond the daily routines.
The number of diversified definitions that have been developed over the past few
years shows that the event industry is a complex one involving many different facets.
All in all, there is no single definition which is generally applied and accepted.
Nonetheless, there are certain characteristics which enable a categorization of
events, one of which is the distinction between planned and unplanned events
(ibid.). The word “special” indicates the difference here. Special events include the
human element of planning and managing. To clarify, this thesis only considers
special (i.e. planned) events organised by professional event agencies.
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2.2 Event Management
Despite the fact that events have always been part of people’s lives, event
management is a relatively new field compared to other areas of social sciences.
Damm (2011, p. 9) argues that research in the area of event management has
only started approximately 15 years ago. Apart from this lack of research and recognition
in the academic world, event management is not necessarily considered
as a serious profession in the business world. Anderson (2010, p. 1) contemplates
that many people choose to work in this segment because “it seems like fun”. In
the end, when the result can be seen and the event has been a success, it is
definitely a great pleasure. Nonetheless, a substantial workload has foregone the
event itself. Behind the scenes, employees work long hours and success is mainly
determined by proper management of a huge amount of stress and responsibility.
Van der Wagen (2007, p. 5) highlights the difficulties of event management by
explaining the difference between the management of a regular business and the
management of an event. Events are unique and there is only one chance to
perform it well. In contrast to that, a retail store that fails to sell its stock in the
current month can still sell it in the following period. Furthermore, events often
have an important meaning for or impact on people’s lives. A wedding is an
appropriate example of that. It is supposed to be a once-in-a-lifetime celebration
with huge amounts of savings spent on it. In the event’s attendees’ minds,
everlasting memories are created. If these memories are not positive, an important
happening in life will always have a negative association attached to it.
2.3 Human Resource Management in the Event Industry
Each and every organisation is dependant on its people who contribute to the
achievement of its objectives. Armstrong (2001, p. 479) argues that “Human
Resource Management is a strategic and coherent approach to the management
of an organization’s most valued assets”. This definition already indicates the
importance of human capital in companies.
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To depict its significance in the field of event management, Goldblatt (2011, p.
140) recognizes human capital as the “most important asset” of any event management
organization. In addition to that, Goldblatt (ibid., p. 30) has identified four
pillars of long-term success in event management defined as time, finance, technology
and human resources. Based on these suggestions, human resource management
is considered to be an integral part of the success of any event. First and
foremost, the event management industry is a service industry. Employees – be it
paid staff or volunteers – are responsible for creating a memorable experience for
the client. Therefore, constant and effective staff training needs to be in place.
A major issue worth mentioning is employee turnover. Due to a rapid growth of the
global economy and an increase in the mobility of employees, many fields – including
event management – have seen a rising turnover rate. Goldblatt (ibid., p.
140) stresses that the average of staff retention has decreased from five years to
one and a half year per employee. This enormous decline provides for an even
more complex industry environment. To counter this development, employee motivation
and satisfaction need to be increased. This is not an easy task in today’s
competitive environment. The question arises whether benefits like free meals or
constant training are still enough for keeping an employee in a company or not.
Authors like Van der Wagen (2007, p. 11) agree on the fact that the “human
resource function” is an important one. In many cases, proper management
practices are in place but turnover is still high. Therefore, it needs to be asked
whether or not the event industry as such is a working field that demands too
much of the single employee. Karen Ashwin, a successful event manager and
founder of “The Event Production Company” in South Africa, argues that not only
meeting deadlines put pressure on employees (The Event Production Company,
2004). Enlightening clients, negotiating with suppliers and, first and foremost,
being flexible in dealing with eventualities that can always come up are
components that make this profession a tough one. These are stressful elements
which in combination might even lead to disorders like burnout.
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2.4 Burnout Syndrome
The following section will provide an insight into the development of burnout. Apart
from that, some general consequences of this disorder will be depicted. Overall,
the term “burnout” has rapidly been integrated into our language use. It has
become an overused buzzword that has different meanings for different people
(Weiten, Dunn, & Hammer, 2012, p. 88). According to the International Classification
of Diseases (ICD-10), burnout is not listed as a psychiatric disease. It is an
additional category and is described as a factor which can influence a person’s
state of health (World Health Organization, 2006, as cited in Lanz, 2010, p. 59).
Based on these initial considerations, a deeper insight into the concept of burnout
will be provided in chapter “4.2 Burnout in the Event Management Industry”.
2.4.1 How Burnout Develops: An Approach in Stages
According to Freudenberger and North (1985), the disorder of burnout does not
occur as a sudden change overnight but slowly develops in stages. The process
comprises twelve phases which do not necessarily occur in the order suggested
below.
Figure 2: The Twelve Phases of Burnout Development
Source: graph modified after Freudenberger, & North (1985)
Figure 2 illustrates the twelve phases of burnout development. The compulsion to
prove oneself depicts the first step. Extreme ambition to show one’s colleagues
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and particularly oneself that the own performance is excellent can turn into compulsion.
Especially for women, this may be combined with anger and extreme
willingness to demonstrate their capabilities compared to their male counterparts
(Freudenberger, & North, 1985, p. 90).
This tendency is followed by an increased effort at work, the second stage.
Working harder to meet one’s personal high expectations often results in taking on
an augmented amount of work. Furthermore, the issue of irreplaceability comes
into play here as the person concerned does not want to share the workload.
The third phase takes the private dimension into account. If the schedule is
occupied with work-related issues, the person concerned will no longer pay real
attention to sleeping, eating or seeing friends and family, simply due to a lack of
time. This is seen as a sacrifice of good performance at work. Without others
making them aware, most burnout victims do not consciously realize that they
neglect their human relations (Ruhwandl, 2007, p. 112).
During the fourth stage, the person realizes that a problem has occurred but is not
able to recognize the source of this state. This might lead to a crisis which is seen
as threatening. At this point, first physical symptoms occur.
The fifth phase is characterised by conflict prevention, isolation and denial of basic
physical needs. As depicted in Figure 2, value systems change and parts of life
that used to be important (e.g. family, hobbies) are dismissed. By turning emotionally
blunt, self-worth is only defined through the job.
Following that, emerging problems are consciously denied (sixth phase) which
implies convenient avoidance of powerlessness and feelings of insecurity (Casserley,
& Megginson, 2009, p. 190). Instead of blaming the way that the person has
changed over time, extrinsic factors like time pressure or a high amount of work
are made responsible for these malfunctions. Besides, social contacts become
Elisabeth Pammer 10

increasingly annoying and colleagues are judged as stupid, lazy, undisciplined.
Intolerance, aggression and cynicism become evident.
Withdrawal from social surroundings is revealed in the seventh stage. Becoming
isolated, the person feels a lack of hope or direction and often seeks release in
alcohol or drugs. Demanding workloads, missing rapports or conflicts with
colleagues sooner or later lead to isolation (Larson, Gilbertson, & Powell, 1978, as
cited in Gillespie, 1987, p. 10).
By observing obvious behavioural changes in the eighth phase, close people (i.e.
friends and family) can no longer ignore the differences. A person who has once
been lively and engaged becomes shy and fearful.
Depersonalization means losing contact to oneself (ninth segment). Neither
oneself nor others are considered to be valuable anymore. The perspective of
time, past and future, narrows down to the present and life is a sequence of
mechanical functions.
Based on Figure 2, inner emptiness is the tenth step towards a fully developed
burnout syndrome. It is intended to overcome this feeling by exaggerating activities,
for example, overeating, increased sexuality or an abuse of alcohol or drugs.
Depression and burnout are interchangeable in the eleventh phase. The person
becomes hopeless, indifferent and has no faith in future. Any symptoms of
depression (e.g. apathy) might become manifest here. Life seems meaningless.
Most burnout victims carry suicidal thoughts in the final stage. The person experiences
a physical and mental collapse. Therefore, immediate medical action is
required. In general, burnout is characterised by many different symptoms which
are partly not specified (Stock, 2010, p. 6). Thus, coming to an appropriate
diagnosis and conclusion sometimes proves challenging, especially in the early
stage of the process.
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2.4.2 Consequences of Burnout
The disorder of burnout can have serious consequences for staff, clients and the
environment in which people with this malfunction interact. Maslach and Jackson
(1981, p. 100) put forward that burnout can have a tremendously negative impact
on the “quality of care or service that is provided by the staff”. Job turnover, absenteeism
or low morale are respective results. Moreover, there are severe personal
dimensions that need to be mentioned: personal distress, comprising physical
exhaustion, increased usage of alcohol and drugs or even family problems.
To underpin these negative consequences, the author again wants to refer to the
so-called “Service-Profit Chain” (Heskett et al., 1997, p. 11ff). This model has been
explained in chapter “1.1 Background of the Study”. At this point, the negative
effects of burnout for the company are indicated. If an employee is dissatisfied and
exhausted, productivity will decrease and, consequently, the company’s revenues
will decline. Therefore, proper human resource management practices need to be
in place to decrease high turnover rates and to ensure the employees’ motivation
as well as their mental and physical health.
As the consequences can be quite detrimental for an organization, the intervention
and mitigation of burnout might even reveal a competitive advantage (Munyon,
Breaux, & Perrewé, 2009, p. 271). Two management tools, namely human
resource management and job redesign, offer possibilities to mitigate burnout.
Intervention shall ease the consequences of burnout. Munyon et al. (ibid.) further
propose that there are individuals who are more robust and do not easily suffer
from such a disorder. People with certain character traits such as openness to
experience, extroversion or agreeableness are less likely to fall ill. This is an
implication for the recruiting processes of organizations to keep an eye on hiring
“burnout-resistant employees” (ibid.). In general, event management has to be
aware of the substantial negative effects of burnout on the overall performance of
a company. The staff’s well-being must constantly be ensured in order to have the
workforce deliver extraordinary services to the client. After all, people are at the
core of any event.
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3 Research Design
After having developed the theoretical background for the topic at hand, the
present section will display the research design comprising data collection and
data analysis. To start with, a profound literature review has been carried out. For
the empirical part of the research, expert interviews have been conducted to
gather primary research data. Moreover, this section will present the data analysis
in order to display the process of extracting information from the interviews.
Finally, light will be shed on ethics in research.
3.1 Data Collection
First of all, the process of data collection will be addressed. Apart from a literature
review, expert interviews have been conducted to answer the stated research
questions. The issue in how far the burnout syndrome is a recognized phenomenon
in the event management field will be analysed. Furthermore, human resource
management policies that can be implemented for the sake of avoiding burnout
will be elucidated. Discussions with the interview partners have provided valuable
insights.
3.1.1 Literature Review
The aim of research is basically to extend the existing body of knowledge. Therefore,
it is essential to analyse the current state of literature and to become familiar
with it (Veal, 2006, p. 121). Since event management is a relatively young field of
academic research, there are still numerous gaps to be filled. Particularly, the link
between human resource management and event management is missing. The
literature analysis that has been conducted so far shows that there is only a limited
number of publications talking about this issue. Nonetheless, the existing literature
has been used to extract relevant information for the problem at hand. The
academic method of literature review is an essential tool for data collection which
has been used in this sphere. Relevant books and topic-related e-journals have
built the foundation for a proper analysis.
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Veal (2006, p. 147) states that there are two types of sources which are primary
and secondary data. Primary data are new data particularly being collected for the
research project at hand. The researcher is the first user. This is in contrast to
secondary data that have already been collected for purposes other than the
problem at hand. The researcher is the secondary user of this information.
The current paper is partially based on a literature analysis which should
contribute to a broadening of the author’s knowledge. The literature needs to be
critically reviewed and research gaps need to be detected. For the empirical part,
new data has been collected for a topic that has not been discussed in an
extensive way in the past. Especially the investigation of the development of the
burnout syndrome in the event management industry is a fairly new endeavour.
3.1.2 Expert Interviews
Meuser and Nagel (2002, as cited in Flick, 2009, p. 165) discuss expert interviews
as a form of semi-structured interviews. With this type of method, an obvious
question arises: Who is an expert? Experts have knowledge in a certain field of
activity. Deeke (1995, as cited in Flick, 2009, p. 165) defines experts as people
who are “competent as authorities on a certain matter of facts”. Data gained from
single experts is not integrated in the research process as a single case but as
representing a group.
For the present research, the qualitative method of expert interviews has been
used to answer the research questions. First and foremost, the relevance of burnout
in the event management field is investigated. In addition, preventive measures
that can be implemented from the company’s perspective shall be revealed.
To address these issues, seven semi-structured interviews have been conducted
to analyse in how far event management companies take burnout into consideration.
Finn et al. (2000, p. 73) consider semi-structured interviews to be similar to
structured ones but they allow for more probing and generally have more latitude.
As the interview partners have different backgrounds and experiences in the event
management business, a semi-structured approach has been used to account for
Elisabeth Pammer 14

these variations. Basically, the interviewer has followed the given interview guide.
Nonetheless, changes in the prepared order of the questions have been made or
questions have been omitted, in case they have been answered in the context of
an earlier question. Flick (2009, p. 75) states that this form of interviews concentrates
on certain key questions but still leaves room for probing. As a negative
consequence, the results might be biased and reliability not fully guaranteed.
Individual expert interviews have been chosen for the intimacy of the method.
Burnout is a sensitive topic, hence, a focus group setting might have been cumbersome
to properly exchange information and opinions about it. Especially when
it comes to actual burnout cases and company-internal human resource management
practices, a resistance to talk openly might be given. In order to ensure
mutual trust, these matters have not been dealt with in a group conversation but in
face-to-face interviews. Furthermore, the author discussed the meaningfulness of
conducting a focus group with several interview partners. The unanimous opinion
was that it would not have been possible from an organizational point of view. Only
one event manager would have been willing to participate in a focus group. As
soon as the decision has been taken to concentrate on expert interviews, the
response rate increased and more interview partners could be recruited.
3.1.2.1 Interview Guideline
To carry out the seven expert interviews, an interview guideline needed to be
developed. According to Carson, Gilmore, Perry and Gronhaug (2001, p. 74), an
interview guide or protocol is to be seen as a support for the researcher during the
interview. It comprises general and open-ended topics that relate to the overall
research objective. For the study at hand, an interview guide with four main
sections and several sub-sections has been set up. Based on that, a coding tree
has been developed. The interview guidelines, which can be found in Appendix I
and II, were established both in German and English to account for the
interviewees’ language preferences.
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3.1.2.2 Sampling Technique
Some potential interviewees were contacted and informed about the aim of the
research. The interview partners were selected based on their expertise and reputation
in the field of event management. Hereby, the focus was mainly on Austrian
companies with the exception of one event agency in Canada. To facilitate the
search for relevant interview partners, the Event Marketing Board Austria (emba)
provided a reasonable overview of potential event management companies.
Judgmental sampling has been used to define the relevant experts. According to
Sim and Wright (2000, p. 119), this type of sampling is based on the researcher’s
judgement as to which units shall be pertinent for the objectives of the study.
Possessing the necessary knowledge and especially having worked in the field for
a reasonable amount of time were major criteria for selection. That is why
managers who lead their own event agencies were preferably chosen. Nevertheless,
lower-level positions were also considered as women have not yet
excessively been represented in top-level functions (Interview Kitz, 2013, p. 8).
Initially, it was intended to ask human resource managers for their expertise and
knowledge but only a few event management companies have an own department
for that (Van der Wagen, 2007, p. 11). Alternatively, event managers and heads of
event management companies were recruited. Actually, they represent
appropriate experts as the human resource management function is usually
undertaken by senior staff (Interview Paul, 2013, p. 9).
The seven interview partners are to be presented in the following (in the sequence
of when the interviews were held):
• Andreas Hladky, CEO of hallamasch concepts artists events GmbH, point of
origin Marketing Consulting & Consumer intelligence GmbH;
• Elisabeth Paul, Project Manager at KGP Events GmbH;
• Oliver Kitz, Casinos Austria AG (Events, Food and Beverage);
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• Wolfgang Peterlik, Manager of pi-five DialogFeld Communication Austria
GmbH;
• Markus Meier, Project Manager at Eventwerkstatt Ilk & Partner GmbH;
• MeeLee Ryu, Events & Catering Operations Manager at Eatertainment
Special Events and Catering;
• Marcus Wild, CEO of IDEAL Veranstaltungsservice GmbH.
3.2 Data Analysis
This section will provide an overview of how data has been analysed. The primary
data that has been gathered from the expert interviews needed to be investigated.
The expert interviews have been recorded and transcribed. The transcripts have
been analysed to identify the most important factors that emerged during the
conversations with the interviewees. It was a descriptive analysis from which
conclusions have been drawn. Besides analysing pure content, emotions and
body language were studied and notes were taken of such issues.
After the verbatim records of the conversations have been finished, the coding
system was set up. The aim of this procedure was to break up the whole general
data gained from the interviews into main categories in order to extract the essential
parts (Veal, 2006, p. 218). For the coding process, the sections in the interview
guide were utilized as a basis for the coding categories and were presented in the
form of a coding tree (see Appendix III). Through paraphrasing and coding, the
data could be condensed (Meuser, & Nagel, 2010, p. 466). To decide what to
include into the analysis, the research questions were used to guide this process.
For each code or group of codes, a summary of the main findings was prepared.
This was supported by relevant statements of the participants (see the list of
experts in the chapter “3.1.2.2 Sampling Technique”). Since six out of seven interviews
were conducted in German, these interviewees’ statements were translated
into English by the author which might involve a translation bias. The interpretation
Elisabeth Pammer 17

and analysis encompassed a comparison of the experts’ thoughts and opinions.
Furthermore, a link to the theoretical foundation of the paper was provided.
3.3 Ethics in Research
The issue of ethics in research arises when it comes to plagiarism, clear and honest
reporting of results or when dealing with human subjects (Veal, 2006, p. 70). It
is of utmost importance to receive the participants’ agreement to take part in the
research. An informed consent is necessary to properly carry out research
(Carson et al., 2001, p. 174). This means that it is not allowed to record discussions
or to make use of confidential conversations without the other’s knowledge.
The researcher needs to explicitly state the purpose of the research and guarantee
that data will be treated confidentially. Before carrying out the interviews, all
experts have been asked about the usage of their names because the issue of
anonymity plays a crucial role. In case a person’s name should not be mentioned
in the study, a fake name would have been used. All interviewees have agreed to
have their real names stated in the paper, though. Furthermore, all participants
have accepted a recording of the interviews. To ensure confidentiality, the
complete transcripts of the interviews will not be presented in the Appendix. Only a
representation of what has been said will be found in this paper.
Elisabeth Pammer 18

4 Discussion of Findings
After a description of the research design, the major findings gained from the
interviews will be discussed. Based on the coding categories, the statements will
be summarized, interpreted and compared to each other. By focusing on the event
management industry, its importance for people shall be illuminated and differences
to other business sectors will be compiled. Besides, the issue of turnover
will be investigated. Following that, a whole section will be devoted to burnout with
a discussion of major factors causing this disorder within the event management
field. The issue of human capital will also be addressed by accentuating motivations
and certain character traits that are necessary for working as an event manager.
The present section will be concluded by a glance at event agencies and
their human resource management practices that are in place to prevent burnout.
4.1 Event Management Industry
The business of organizing events has successfully developed over the last years.
It is a young sector with promising potential in store. In spite of everything, it is
also a very fast-paced and demanding field. In the following, the focus will be on
the importance of events for people and future prospects of the branch.
Furthermore, the perception of the industry will be discussed which will precede a
description of differences to other business sectors. In the end, the issue of staff
turnover will be addressed.
4.1.1 People and Events
According to Shore and Parry (2004, p. 2), events have played a crucial role in
people’s lives ever since. In the interviews, there is consensus about the fact that
events have been around forever as being deeply rooted in human history. Whenever
people come together for a particular purpose, a social interaction is happening
which is fundamental to any event. The term “event” as such only appeared
some years ago but describes rituals that have been around for sixty thousand
years (Interview Hladky, 2013, p. 2). For the participants, there is some
Elisabeth Pammer 19

congruence in the guests’ motivations why they attend an event (Interview Peterlik,
2013, p. 2). As a side effect of the so-called digital society, the human desire of
meeting personally and getting together will further increase in significance. Therefore,
people will always attach importance to events and its effects.
4.1.1.1 Importance of Events
Events provide people with the opportunity to escape from everyday’s routine (Interview
Paul, 2013, p. 2). They are extraordinary moments in time and especially
the events’ characteristic of singularity makes them perishable (Interview Peterlik,
2013, p. 3). No second event will ever be the same as it is a once-in-a-lifetime
happening. This is not only an issue in the private sphere but also essential in the
corporate world. Companies that use events as part of their marketing mix, expect
a unique and unprecedented concept. Wild (Interview, 2013, p. 7) states that it is
an emerging marketing component because the target market can be reached in a
better way than with conventional channels (e.g. advertisements in newspapers).
The emotional aspect comes into play here.
Due to stimulus satiation, customers are constantly confronted with different types
of information. This makes it more complicated for companies to convey their
messages in an effective way. Thus, events are considered as a tool to emotionally
connect the customer with the brand (Interview Meier, 2013, p. 3). Therefore,
corporate clients have started to realize that events have opened a new world of
marketing which is appreciated and increasingly applied.
Basically, the purpose of the event defines its importance. For instance, charity
events can raise awareness and initiate people to develop interest for a topic (Interview
Ryu, 2013, p. 2). Wild (Interview, 2013, p. 2) even thinks that events can
represent a whole nation. The Salzburger Festspiele or the Kitzbühel Ski Races in
Austria, which are well-known in many parts of the world, are examples of that. To
put it in a nutshell, different events address different issues which are of
significance for the target group in question.
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4.1.1.2 Future of the Event Industry
Based on the experts’ opinions, the forecast for the future of the industry is
predominantly positive. The event sector is still growing with an enormous speed
considering the fact that events will be around forever (Interview Ryu, 2013, p. 6).
Events might change in their structure but their existence will be guaranteed for
future generations as they are significant for human interaction.
A major potential for investment is given, though. Hladky (Interview, 2013, p. 10)
argues that the whole topic of human resource management in the field has to be
analysed in more detail and that a better education needs to be provided. It is
crucial to clarify the job profile of an event manager to ensure that only people with
adequate qualifications apply for vacancies. This will be a key challenge in future.
Since companies have started to realize that newsletters and call centres are not
the only ways to contact clients, the whole Customer Relationship Management is
in carination (Interview Peterlik, 2013, p. 8). Personal encounters become
increasingly important in today’s digitalized age. Therefore, the event sector
carries a lot of potential for future marketing endeavours.
4.1.2 Perception of the Industry
In accordance with Anderson (2010, p. 1), the event industry is an attractive
business because “it seems like fun”. Since many people are guests at events,
perceptions of their organization are misleading. Underestimation of the amount
and difficulty of workload is common. As people do not only encounter events
passively as guests but also organize small events themselves, not much
professional expertise is attached to this business (Interview Peterlik, 2013, p. 3).
Not only the general public but also the client tends to underestimate the work of
an event manager. Detail-orientation is the key to success and the sum of these
details makes up the workload which is overlooked by the event’s attendees
(Interview Meier, 2013, p. 3).
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A considerable challenge connected to this misperception is the hiring process in
event agencies. Hladky (Interview, 2013, p. 10) figuratively describes the situation
in the way that twenty-nine out of thirty students consider events to be fun,
whereas only two out of these twenty-nine people have the potential to become
good event managers. Nonetheless, all of them apply for the same job. Therefore,
it is of utmost importance to guarantee that a clearer picture of event management
as a profession is delivered to potential applicants. This is an implication for
educational institutions to critically reflect on this field of work and give a true and
honest insight. Besides, self-assessment is significant as it needs to be elucidated
what a person is capable of and whether or not the event management field is the
appropriate business to work in (Interview Paul, 2013, p. 5).
4.1.3 Differences to other Business Sectors
The event industry comprises special elements which are not common in other
business sectors. To name one issue, Peterlik (Interview, 2013, p. 4) highlights
that the event industry is not a fun industry and event managers work while others
celebrate. In addition to that, instant rewards, emotions and the importance of
uniqueness need to be recognized.
4.1.3.1 Instant Reward
At the event, the event manager receives immediate feedback (Interview Wild,
2013, p. 2). The organizer and the client meet and experience the outcome
together. It is fulfilling to see all details come together and to receive appreciation
from the guests directly at the event (Interview Paul, 2013, p. 4). This is not merely
verbal expressions but body language and gestures are to be seen as reactions as
well, for example, when people cry during fireworks (Interview Kitz, 2013, p. 4).
4.1.3.2 Emotions and Effects of Events
Both the positive and negative effects of events can be extreme. If positive
emotions are created, the perception of a brand or a destination will change to the
Elisabeth Pammer 22

etter. In case an event is connected to a negative occurrence, the effects will be
detrimental (Interview Paul, 2013, p. 3). Media provides negative coverage which
is damaging for any institution. Therefore, events have a strong influence in both
directions. The dimensions are different. If there are one thousand people waiting
for this one artist but the person does not arrive, it will have tremendous effects. In
contrast to that, an estate agent, whose client does not like the flat that has been
proposed, has failed as well but with effects for a smaller number of people (Interview
Hladky, 2013, p. 2). Nevertheless, it is not that serious compared to other
professions. In the medical field, a mistake can result in a substantially severe
damage and decide about people’s lives (Interview Wild, 2013, p. 4).
4.1.3.3 Uniqueness and Irreversibility
The uniqueness of an event implies that it can only be performed once which is an
integral characteristic of the service industry. Peterlik (Interview, 2013, p. 4)
emphasizes that an event cannot be improved or revised. It is a one-off
occurrence with no other event ever being completely the same. Hladky (Interview,
2013, p. 2) supports this notion in the way that corrections can no longer be made
after the event has been performed.
4.1.4 Staff Turnover
Different categories of employees make up the workforce at events. From
volunteers to heads of agencies, the range is wide. That is why staff turnover is of
interest to human resource management. Concerning this, the interviewees could
not give a general overview of the industry but there is consensus that a clear
differentiation in the types of employees needs to be made. Basically two groups
can be highlighted which are to be described in the following.
4.1.4.1 Professional Employees
The core employees (i.e. project managers) stay in the agency for approximately
five years (Interview Hladky, 2013, p. 3). Thus, at the senior level, the fluctuation is
Elisabeth Pammer 23

lower compared to the junior rank. Paul (Interview, 2013, p. 3) fully agrees to that
and indicates that the average employee works in the company for three to five
years which is not considered to be a short working period. For Kitz (Interview,
2013, p. 4), the fluctuation in the industry is high due to the expectations that have
to be fulfilled which is incriminatory for the individuals.
In general, the event management profession is rather for the younger generation
as the working hours are something that takes getting used to, especially at the
event itself. In addition to that, it is a very intense, emotional and passionate work
which requires highest commitment that can be brought up more easily in younger
years (Interview Peterlik, 2013, p. 4). However, other interviewees do not consider
age as a decisive factor. Ryu (Interview, 2013, p. 6) even argues that especially
the younger generation might not realize what this job entails and, therefore, is at
higher risk to suffer from burnout as their expectations do not match reality. People
that have been in the industry for a longer period of time rather know how to
handle certain situations and control their emotions in a better way due to their
experience. Wild (Interview, 2013, p. 2) depicts for his agency that employees
have stayed in the company for fifteen years. Nevertheless, it is not a life-long profession
due to permanent pressure and a relatively low salary which is
branch-immanent. The event management field is subject to constant strain as the
industry is highly competitive (ibid., p. 3). Interestingly enough, Paul (Interview,
2013, p. 4) classifies the event sector as one of few branches where people
change from self-employment to regular employment.
4.1.4.2 Additional Staff
High fluctuation has to be denoted for additional employees, especially for those
working at the event itself. It is often students who exclusively work for earning
money which means that commitment is not particularly high. Furthermore,
assistants want to advance in their career plans and, therefore, change agencies
in a faster mode (Interview Meier, 2013, p. 4). Hladky (Interview, 2013, p. 3)
concludes that it is crucial to hire the right people in order to keep fluctuation low,
Elisabeth Pammer 24

which is not easy. It has to be clarified that the event industry is not a fun
business, at least not for the producers (Interview Peterlik, 2013, p. 4).
Overall, the concept of event works heavily with emotions, hence, people can
develop a personal connection to it. This is probably the main difference to other
business sectors as logical reasoning and figures are not the only decisive factors.
People determine the success which makes events a powerful marketing tool.
4.2 Burnout in the Event Management Industry
Among the experts being interviewed, burnout is viewed controversially. Without
doubt, a general relevance of this disorder is given. Nonetheless, there are
substantial differences in how far burnout is taken seriously. Subsequently, light
will be shed on the way event managers define burnout. This will be preceded by a
review of definitions available in the relevant literature. Furthermore, the relevance
of burnout in the event management field will be discussed. Moreover, the
importance of stress will be depicted which goes hand in hand with reasons and
relevant factors for burnout development.
4.2.1 Definition
Respective literature is consistent in naming the psychologist Herbert J. Freudenberger
as one of the first ones to coin the term “burnout” in 1974 (Badura, Walter,
& Hehlmann, 2010; Schneglberger, 2010). Maslach and Jackson (1981, p. 99)
confirm the aforementioned and identify burnout as a syndrome of emotional
exhaustion and cynicism. It can be further described as a failure or wear-out due
to overstraining of resources and energy (Freudenberger, 1974, p. 159). The
phenomenon particularly appears among people who work in a socially dominated
surrounding. This is already an implication for the event management field where
social contacts and personal networks are of utmost importance (Interview Ryu,
2013, p. 7). Interestingly enough, Freudenberger and North (2011) identify women
as being particularly vulnerable to suffer from burnout. This represents another
Elisabeth Pammer 25

correlation to the event management industry as it is a female-dominated business
(Interview Kitz, 2013, p. 8; Interview Meier, 2013, p. 4).
Burnout is considered to be a concept that comprises several components.
Maslach and Leiter (2008, p. 498) have established three dimensions: exhaustion,
cynicism (or depersonalization) and inefficacy (or reduced accomplishment). The
exhaustion element refers to the basic strain of burnout. It comprises feelings of
being overextended and deprived of one’s emotional and physical resources. The
factor of cynicism deals with the interpersonal context and refers to the (often
negative) reaction to certain aspects of the job. The dimension of inefficacy is
based on self-evaluation and results in feelings of incompetence and lack of
achievement. The significance of this concept is represented by placing the
individual experience within a social context and incorporating an evaluation of
oneself and others. The Maslach Burnout Inventory (MBI) measures these
dimensions (Maslach, & Jackson, 1981, p. 99).
4.2.2 Burnout – A Temporary Fashion?
In the interviews, the question has been raised whether burnout is a temporary
fashion or not. It has become a buzz word. Especially Paul (Interview, 2013, p. 8)
argues that the term is used too carelessly to describe excessive demands which
simply relate to a wrong occupational choice. In former times, this term did not
even exist and, therefore, people who could not cope with job demands decided to
quit or got dismissed but did not reach the state of burnout. To support that, Meier
(Interview, 2013, p. 6ff) defines burnout as a new fast-selling item accepted by
society. Kitz (Interview, 2013, p. 9) completely disagrees with this notion as
burnout is a serious state partly based on the fast pace of change in today’s
environment.
To sum it up, there is no doubt about the existence of burnout but the everyday
usage of the term is an issue of discussion. Wild (Interview, 2013, p. 6) declares
that the concept of burnout is still quite vaguely defined related to the fact that it is
not easy to provide evidence for it which causes people to abuse it. This is exactly
Elisabeth Pammer 26

what Peterlik (Interview, 2013, p. 8) criticises as people use the term inflationary
for several symptoms not related to burnout which is disrespectful towards the
ones actually affected.
Certain physical and psychological symptoms are related to burnout. Hladky
(Interview, 2013, p. 5) exemplifies this by saying that a person’s pulse might rise
when receiving an email or answering the phone. Actions that used to be ordinary
are suddenly difficult and cause certain symptoms. A general listlessness going
hand in hand with a depression-like state describes this syndrome. When stress
levels become overwhelming and an emotional, physical and mental tiredness
arises, burnout is to be recognized (Interview Ryu, 2013, p. 4). In general, both
work and private life contribute to its development, whereby the job is the
dominant contributor as people spend most of their time at work. An interesting
idea is offered by Meier (Interview, 2013, p. 6) who sees limits of the doable, which
merely exist in a person’s mind, as decisive factor. As soon as one sets limits, the
person is reluctant to cross these. Furthermore, perfection and the tendency to put
pressure on oneself are mentioned as steps on the way to burnout. To doubt one’s
skills and competencies and to have difficulties with changes and new developments,
which are part of every event due to its uniqueness, are relevant issues
inherent in burnout (Interview Peterlik, 2013, p. 6).
4.2.3 Relevance in the Event Management Industry
The relevance of burnout in the industry is given, especially because the interviewees
indicate specific cases. Only one participant does not consider burnout to
be more relevant in the event management field than in any other industry. Paul
(Interview, 2013, p. 5) thinks that it is the person’s responsibility to realize what is
doable and whether the event field is the right business to work in or not.
Self-assessment is the key which is valid for every profession. The employee’s
attitude and the way how stress is handled play a crucial role (Interview Ryu,
2013, p. 4). Meier (Interview, 2013, p. 7) agrees to that as one has to be able to
say no if demands rise exorbitantly. In addition to that, the notion to do everything
on one’s own without permitting others to help is dangerous for one’s well-being.
Elisabeth Pammer 27

Hladky (Interview, 2013, p. 4) points out that it is not necessarily burnout but a
certain state of exhaustion which is to be denoted with employees after having
worked in the industry for a considerable amount of time. There is the need to
change jobs more often as this permanent level of stress is not endurable over a
longer period of time. In addition to that, a general lack of recognition by relevant
others is an aspect that can cause burnout because work is not meaningful.
4.2.4 Importance of Stress
As event management is demanding, stress is the central concept that has been
mentioned several times in every interview. It is to be defined as the organism’s
reaction to demands and threats, the so-called physical, psychological and social
stressors (Litzcke, & Schuh, 2005, p. 6). The renowned stress researcher Sepp
Porta (2009, as cited in Hahofer, 2009) does not define stress to be a strain that
comes from outside. It is the personal answer to pressure which we can control by
ourselves. Meier (Interview, 2013, p. 3) supports this by saying that stress is
something individual. The better organized a person is, the less stress will occur.
Each person has a different stress level which leaves room for interpretation being
dependent on the respective environment (Interview Wild, 2013, p. 7).
In any case, there is a correlation between stress and burnout. If the person concerned
does not manage to successfully deal with long-term stress, burnout will be
the consequence (Hillert, & Marwitz, 2006, p. 154). To underpin this connection,
Kitz (Interview, 2013, p. 4) mentions that stress and, consequently, burnout are
wide-spread phenomena in the event management field. In contrast to that, Paul
(Interview, 2013, p. 5) points out that this profession does not entail specifically
more stress than any other work as stress is anyways something personal
managed by the individual. Thus, a differentiation between the person and the job
needs to be made. Person A can handle two hundred incoming e-mails per day,
person B cannot (Hladky, Interview 2013, p. 6). In both cases, a certain external
situation causes an internal, personal reaction.
Elisabeth Pammer 28

4.2.5 Reasons for Burnout
Maslach and Leiter (2008, p. 500) have identified six critical factors which can
cause burnout. Their focus is set on the workplace environment which does not
take the individual variables into account. These six domains have been found
across many occupations.
The first aspect discussed by Maslach and Leiter (ibid.) refers to the amount of
workload that might exceed doable limits. Especially the element of exhaustion is
reflected here. Despite depleting capacities, a dangerous circumstance arises if
people do not get the chance to recover from work. Kumar and Mellsop (2013, p.
113) support this notion insofar as workload particularly relates to emotional
exhaustion which is a central dimension of burnout, especially with women. This
suggests a relevance of this disorder in the event management field as it is a
female-dominated branch (Interview Kitz, 2013, p. 8; Interview Meier, 2013, p. 4).
A sustainable workload which is manageable shall be installed (Maslach, & Leiter,
2005, p. 49).
Difficulties with control are contemplated as a second issue. Maslach and Leiter
(2008, p. 500) explain the importance of personal control in the job. A problem is
experienced here if there is a role conflict which directly influences actions. Furthermore,
role ambiguity as a missing guidance at work is discussed. Participation
in organizational decisions and empowerment help provide support in mastering
the employees’ own work (Griffin, & Moorhead, 2011, p. 132).
Several authors like Freudenberger and Richelson (1980, p. 13) have shown that
reward and burnout correlate. A lack of recognition downgrades work and workers
and leads to a feeling of inefficacy. The phenomenon of the “Effort-Reward-
Imbalance” describes the situation when an extreme willingness to perform meets
a low level of recognition by relevant others (Bauer, 2009, p. 252).
The significance of community is presented as a fourth cause. Maslach and Leiter
(2008, p. 500) refer to it as “social interaction at work”. This comprises team work,
Elisabeth Pammer 29

conflict handling or mutual support. In general, research has proven that burnout is
less likely to occur in positive and supportive work environments. This assumption
is supported by Kadushin and Harkness (2002, p. 262) who state that workers
suffering from burnout feel only little support from their job environment.
Maslach and Leiter (2008, p. 500) depict fairness as the fifth factor. Decisions at
work shall be fair and equitable. Hereby, the process itself is more important than
the final outcome. Equity theory, which refers to the ratio of input (e.g. time, expertise)
and output (e.g. recognition), plays an essential role (Adams, 1963, 1965, as
cited in Beugré, 1998, p. 2). Furthermore, employees who consider their
supervisors as fair are less vulnerable to burnout and rather agree on organizational
changes.
Values are defined as the sixth dimension (Maslach, & Leiter, 2008, p. 501). Since
values represent the motivations that attracted an employee in the first place, they
are the most essential connection between the person and the workplace. In case
of a conflict between individual and organizational values, a trade-off will be made.
Either the person aligns personal with organizational expectations or leaves the
company. Leiter (2008, p. 52) indicates that value conflicts have an influence on all
three dimensions of burnout.
In addition to these six aspects, a misfit between the person and the job environment
is mentioned. For instance, the given work demands exceed the individual’s
capacity or the person’s efforts are not adequately rewarded. The more distinct
this incongruity is, the greater is the likelihood of developing a burnout, and vice
versa.
The study of Maslach and Leiter (2008, p. 501) provides a basic understanding of
the variety of reasons that can initiate burnout. Work overload, lack of control,
insufficient reward, missing community, lack of fairness and contradicting values
are substantial organizational variables. Furthermore, a general mismatch
between the person and the job can be another critical factor in this sphere.
Elisabeth Pammer 30

4.2.6 Factors for Burnout Development in the Event Field
As already mentioned, stress is an important factor for the development of
burnout. In addition, certain important aspects need to be brought up that comprise
responsibility, uncertainty of business volume and irregularity of business
activity. In particular, the amount of responsibility comprises many facets, such as
the facilitation of the guests’ security or the coordination of the employees’ tasks.
4.2.6.1 Responsibility
Each new employee or even trainee has to bring in a certain amount of responsibility.
Nowadays, there is not enough time to actively familiarize a newly-hired
person with the relevant job matters, especially because the client is not willing to
pay for that. Hladky (Interview, 2013, p. 7) states that even interns have already
been dismissed in his agency because they did not bring along the necessary
self-organization. Moreover, an event is a perishable good which implies a high
amount of responsibility towards the client (Interview Peterlik, 2013, p. 3).
Undoubtedly, responsibility plays a major role in many professions. Therefore, two
specific issues which are particularly true for the event management industry will
be described in the following.
4.2.6.1.1 Security of Guests
In the interview guide, a question about the security of guests has been intended.
Nonetheless, this question need not be raised in all conversations as the interviewees
came up with this topic all by themselves. Interestingly enough, this issue
is seen quite controversially. For Hladky (Interview, 2013, p. 2), decisions taken by
event managers can decide about people’s lives and cause irreversible outcomes.
Paul (Interview, 2013, p. 4) generally agrees to that and further states that the
guests’ security is the wrong area to save money in. To decide for the more
expensive technician who uses good materials reduces one’s bad conscience in
case an accident happens. If all security requirements are fulfilled or even
exceeded, there shall be no problem. Ryu (Interview, 2013, p. 3), who does not dig
Elisabeth Pammer 31

into the psychological element that extensively, argues that it shall not be a burden
for the manager as insurance usually covers everything. In contrast to that, Kitz
(Interview, 2013, p. 5) sees that far more dramatic as nothing worse can happen
than being responsible for another person’s death. Where there is a crowd of
people, dangerous issues can occur, like a fire or panic. Besides being heavily
burdened, media coverage especially highlights such incidents which aggravates
the whole situation (ibid.). This is partly supported by Wild (Interview, 2013, p. 3)
who considers the security issue to be a burden but also sees it immanent in the
branch as there is always a possibility that something negative can happen.
Overall, the opinions on that are diverse. In any case, this issue can be a decisive
factor for the development of burnout.
4.2.6.1.2 Coordination of Staff
The responsibility for and coordination of staff relates to the issue of delegation. A
project manager is responsible for the actions of several people who cannot be
constantly controlled (Interview Hladky, 2013, p. 4). One has to cope with being
responsible for others’ mistakes. It is usually two or three people who carry all
responsibility for a huge event. What is particularly important is to clarify beforehand
which area of responsibility goes with which person (Interview Paul, 2013, p.
6). For events, different types of employees (e.g. volunteers) are recruited and not
all of them are willing to go the extra mile which can cause severe difficulties in the
proper motivation of staff and their performance (Van Oudtshoorn, 2005, p. 157).
Wild (Interview, 2013, p. 3) indicates another aspect which concerns heads of
agencies. Particularly in small agencies, there is a lot of pressure as employees
(and, consequently, their families) depend on top managers and their skills to
attract business. There are often private relations within the company which raises
the issue to an interpersonal level.
4.2.6.2 Stress
In the event management field, several factors can cause a person to be stressed.
Firstly, the amount of information to deal with can be overwhelming. Wild (Inter-
Elisabeth Pammer 32

view, 2013, p. 1) states that one could easily spend the whole day answering
e-mails which is precarious as focus on really crucial issues can be lost. It is to be
doubted that mankind can keep up with the immense technological progress and
communication possibilities in the long run (ibid., p. 6). Furthermore, the industry is
increasingly competitive as a number of agencies are founded which might not
register every employee. Thus, these companies can offer similar services in a
cheaper fashion (ibid., p. 3). An extreme commitment to clients and many concept
developments at short notice further contribute to stress development. To strive for
perfection for each individual client makes it a stressful surrounding, particularly if
the person does not allow oneself to make any mistakes (Interview Meier, 2013, p.
6ff).
As the event management field is much dependant on social relations, the
interaction with people can be demanding taking a lot of energy (Interview Ryu,
2013, p. 4). Especially the fact in how far the client accepts one’s concept and the
dependency on many different players (e.g. artists, catering) can create stressful
moments (Interview Kitz, 2013, p. 1). Sometimes, one has to fight for the
requested services which can lead to heavy arguments behind the scenes providing
evidence for the stressful social surroundings (ibid., p. 3).
4.2.6.3 Uncertainty of Business Volume
As the event industry is a project-based business, uncertainty concerning the volume
of work and revenue is inherent in the field (Bowdin, Allen, O’Toole, Harris, &
McDonnell, 2011, p. 277). Peterlik (Interview, 2013, p. 8) mentions reputation as a
crucial factor. A well-established agency has its loyal clients to whom a good relationship
has been built up over the years. For larger companies that have a good
network, some security can be assumed. If one client refuses a concept, this will
not immediately lead to a financial breakdown. This suggestion is supported by
Hladky (Interview, 2013, p. 11) who classifies agencies with solely one or two
employees as a particular challenge as an increased amount of pressure to
succeed is on them.
Elisabeth Pammer 33

According to Wild (Interview, 2013, p. 5), Christmas holidays or a summer slump
do actually not exist. It is a permanent competition and the industry is more
strained than it used to be only two years ago (ibid., p. 7). A rising amount of
concepts is produced. Nonetheless, the success rate has decreased from 70 or 80
percent of contracts being realised to merely 20 or 30 percent (ibid., p. 8). A reason
for that could be that companies request event concepts from several agencies,
for the sake of comparison, but know beforehand that their favourite agency
will make the bid anyways. Through tight competition, the quality, creativity and
uniqueness of ideas should be improved. Overall, uncertainty is given as one does
not know about the number of orders in the next few months.
4.2.6.4 Irregularity of Business Activity
An uncertainty in different contexts is related to the natural irregularity of the
business activity. Meier (Interview, 2013, p. 2) states that there is no typical day in
the office as every day is different, especially if an event takes place where on-site
work needs to be carried out. It is no classic nine to five job with regular lunch and
coffee breaks (Interview Peterlik, 2013, p. 5).
Paul (Interview, 2013, p. 10) recognizes a problem in the way how agencies
handle their employees’ working hours. With fixed hours to be working in the
office, stress is more likely to occur. Paul (ibid.) gives an example: the regular
hours are from 9 a.m. to 6 p.m., for instance, if an event takes place, the on-site
hours will be added and the day will be extremely long until 2 a.m. The agencies
should be more flexible and allow home office hours, especially for the day after
an evening event. In case there is less work to handle, the employees shall not be
forced to stay in the office the whole day (ibid.). Paul (ibid., p. 7) further explains
that the event management profession is an intense job but an event or project
manager can still be time-efficient if one is focused. Therefore, colleagues at the
office can actually distract a person from working effectively. In general, a more
open and flexible model of working hours is not really applied in many agencies
but would be advisable to adequately account for this irregularity. Overall, the key
to success is to make use of less stressful times in order to recover (ibid., p. 5).
Elisabeth Pammer 34

For instance, Ryu (Interview, 2013, p. 5) mentions that employees can take off on
Mondays to be compensated for having worked at the weekend. In any case, the
given workload is irregular. There are lower periods and there are peaks which are
very intense. Paul (Interview, 2013, p. 5) exemplifies this by saying that for an
event which lasts ten days, she is on-site for five weeks with only four to five hours
of sleep per night which is a tiring but inevitable part of the job that can, of course,
lead to burnout.
4.3 Human Capital
After a closer look at the burnout syndrome and its relevant constituents, human
resources need to be taken into account. Human capital is the collection of
knowledge, skills, abilities and capacity possessed by employees of a company
(Baron, & Armstrong, 2007, p. 6). This section will provide an understanding of the
people-related nature of the industry. Furthermore, crucial skills and relevant
abilities of event managers will be discussed which will be followed by a glance at
motivational factors of working in the event management field.
4.3.1 The Event Business as a People Business
The interviewees have been asked about the importance of people in this
business. None of them put their relevance into question but the reasons for this
people-relation are of interest for the study. Peterlik (Interview, 2013, p. 2) indicates
three basic factors, first of which are emotions as something specifically
human. Emotions cannot be artificially created. Secondly, an event is just as
unique as the individual who organizes it. There is no machine or computer
program that could replace the person. Wild (Interview, 2013, p. 1) considers this
uniqueness as the most relevant aspect as the client concentrates on this one
event and wants to achieve highest perfection which is pressure that is passed on
to the agency. According to Peterlik (Interview, 2013, p. 2), the third issue is the
personal relation and communication with the client. It is vital to read between the
lines and to interpret both verbal and non-verbal expressions. Ryu (Interview,
2013, p. 1) very much highlights the social dimension as dealing with people, be it
Elisabeth Pammer 35

clients or staff, is a constant matter. For her, networking is everything (ibid., p. 7).
Kitz (Interview, 2013, p. 2) emphasizes the matter of trust between the event manager
and the client who provides the agency with a budget and a certain task to
fulfil.
Hladky (Interview, 2013, p. 1) approaches this topic from a more skill-based
perspective. Besides disposing of project management and marketing competencies,
social intelligence provides the key factor. Since the event management field
puts its personnel into the centre, incompetent employees are a major problem.
Meier (Interview, 2013, p. 2) compares his agency to a family enterprise. If a
person is hired, all employees will have a say and decide whether or not the
candidate fits into the team. This provides a good example of the absolute importance
of professional and personal relations in the event management field.
Without a proper inner and outer network, an agency cannot be successful.
4.3.2 The Event Manager
There is probably no perfect event manager in existence as one or the other skill
might not be as fully developed as other competencies. Perry, Foley and Rumpf
(1996, as cited in Baum et al., 2009, p. 18) recognize seven major criteria for
being a competent event manager: vision, leadership, adaptability, proficiency in
organization, communication, marketing and people management. This list
represents skills on a more professional level.
In the interviews, some further interesting aspects were mentioned. Although
several factors were mentioned in all interviews, each expert brought up a new
facet. Paul (Interview, 2013, p. 4) indicates stress-resistance and creativity to be
decisive. In contrast to that, reliability and accurateness are of more relevance for
Hladky (Interview, 2013, p. 4) who also states that professionalism is vital since
one must not take it personally if the client refuses an idea.
Furthermore, an event manager must be willing to go the extra mile and not only
do the work to rule. It must not be forgotten that operative work needs to be done
Elisabeth Pammer 36

as well (Interview Kitz, 2013, p. 6). An idea can be exceptional but without proper
implementation, it will stay an idea. Moreover, enthusiasm for the profession is
necessary as the event manager’s full commitment to the product or service is
required. Another issue is flexibility accompanied by self-discipline (Interview
Peterlik, 2013, p. 5). Apart from all these factors, empathy and expert knowledge
are prerequisites as an event manager has to be able to translate an abstract
problem into a concept that works in event logic (ibid., p. 5).
For Meier (Interview, 2013, p. 6), it is crucial to be open for new matters and up-todate
in order to be able to develop unprecedented ideas. Interestingly enough,
Ryu (Interview, 2013, p. 4) depicts patience, confidence, pro-activeness and
detail-orientation as key qualities. These aspects have not explicitly been
mentioned in other interviews. Finally, customer service orientation and ability to
work under pressure are further vital features a successful manager shall have
(Interview Wild, 2013, p. 3). To sum up, there are basic factors which generally
play a crucial role but for further issues, it depends a lot on personal experience
and the surroundings a person is working in.
4.3.3 Motivation and Job Satisfaction
Besides presenting the competencies of a skilful event manager, the motivational
reasons for working in this industry are worth mentioning. Peterlik (Interview, 2013,
p. 5) indicates that mostly “freaks” go for this profession, i.e. special kinds of people
who look for constant tension and job variation because boredom would be
unbearable. This is where event managers get their job satisfaction from. Paul (Interview,
2013, p. 4) passionately agrees to that and additionally mentions that
flexible working hours like in the event industry are not easily possible in other
sectors. This counts as another reliever. On top of that, the event itself as the final
highlight is probably the major motivation to endure all the stress. Usually, events
are fun and it is satisfying when all the details come together and an immediate
positive client and guest feedback is delivered (Interview Ryu, 2013, p. 4). This is
supported by Chaturvedi (2009, p. 290) who states that it is always fulfilling for the
manager to see event attendees enjoying themselves and even learning about
Elisabeth Pammer 37

new stuff together. Apart from that, an event manager has pictures in mind about
every event and if these ideas can successfully be realised, satisfaction will arise
(Interview Kitz, 2013, p. 5).
For Meier (Interview, 2013, p. 4), the aspect of creativity plays a role. To develop
new ideas and concepts and to present them to the potential client is a highly
stimulating process. In contrast to that, Hladky (Interview, 2013, p. 3) displays a
more pragmatic point of view as he cannot detect any special motivational factors
typical of the event industry. No matter which job it is, it shall always be strived for
perfection. A person who considers the job solely as necessary evil will not have
much chance in the event management field because it will be noticed immediately.
As mentioned earlier, pro-activeness and the willingness to go the extra mile
are permanently requested. What the interviewees have in common is the passion
for the industry. Without enthusiasm for the profession, which makes the
downsides bearable, the negative parts can drag a person down and lead to burnout
with severe consequences.
4.4 Event Agency
After having discussed the issue of human capital with a now clearer picture of the
skills and motivational factors of an event manager, event agencies with particular
focus on actual burnout cases and relevant preventive and supportive measures
will be addressed.
4.4.1 Relevant Burnout Cases
This section shall not provide accurate descriptions of burnout cases as this would
cross a border concerning research ethics. The only purpose is to outline the relevance
of burnout in the industry by extracting short examples from the interviews.
Peterlik (Interview, 2013, p. 5ff) knows about two cases which initiated the
implementation of several preventive measures in the agency. A critical reflection
has been done and a learning process has taken place, all with the aim to avoid
Elisabeth Pammer 38

future cases. Kitz (Interview, 2013, p. 8) also refers to two burnout victims,
interestingly enough both female. Actually, this fact is not surprising to him as the
branch is female-dominated which is not true for top level positions, though.
However, this disorder is not merely experienced by women because Wild (Interview,
2013, p. 4) honestly declared that he himself suffered from burnout ten years
ago. Additionally, Meier (Interview, 2013, p. 8) mentions one person concerned in
his agency that provided reason for more focus on this issue. In contrast to that,
Hladky (Interview, 2013, p. 4) has not experienced any cases in the event field but,
for several reasons, definitely understands if people blunder into burnout. What is
noticeable is the fact that event managers do not want to stay in their profession
forever as the permanent stress would wear them out.
4.4.2 Human Resource Management
Clearly, action needs to be taken to prevent burnout. In the following, existing
preventive measures will be discussed. Furthermore, a more organizational
perspective will be chosen to demonstrate how the human resource management
function is represented in event agencies.
4.4.2.1 Preventive Measures
When talking about events that last for several days, employee incentives (e.g. a
party exclusively for employees) are common practice to relieve the stress (Interview
Paul, 2013, p. 7). Moreover, the possibility to hire assistants or interns
distributes the workload amongst a wider range of people. Budget-wise, this is not
too cost-intensive for the agency as they merely work part-time. A sufficient
amount of personnel is a prerequisite to avoid capacity overload and to account for
time to repose (ibid., p. 5).
For Hladky (Interview, 2013, p. 7), it is all about a substantial give-and-take basis
as all the time and effort invested by the employee has to be compensated by the
employer. Flexibility is the key to respond to the employee’s needs and to keep the
good ones in the company. Besides regular team meetings where, first and
Elisabeth Pammer 39

foremost, personal issues are discussed (“Agency-Café”), appreciation and
gratitude from the employer’s side are fulfilling for the staff (Interview Meier, 2013,
p. 4). Wild (Interview, 2013, p. 5) pleads for an open culture of discussion and a
flat hierarchy which allows informal conversations, also about private issues. Team
spirit is essential in this context.
Kitz (Interview, 2013, p. 8) depicts several points, particularly to take care of the
younger generation as they have high expectations and set themselves high
demands which might lead to a breakdown. Additionally, the intervals between the
events shall be long enough to allow for recovery which implies that only a certain
maximum amount of events can be organized based on the agency’s capacities
(ibid.). Thus, the temptation to strive for endless profits needs to be reassessed.
Just to name an example of the agency in Toronto, their employees get advice on
nutrition and healthy food (Interview Ryu, 2013, p. 5). This is not a concrete
measure against burnout but a little component in the overall employee benefits.
Peterlik (Interview, 2013, p. 7) describes a monitoring system that has been
implemented in his agency after a case of burnout has occurred. Since people
who suffer from burnout would never ask for help, colleagues are advised to report
certain noticeable problems so that preventive actions can be taken in an early
stage. Furthermore, the agency is well-established with 23 employees, thus, the
workload can be distributed in a better way (ibid.).
4.4.2.2 Human Resource Managers in Event Agencies
Preventive measures are chiefly developed by top-level managers, either the head
of the agency or the project managers. Mostly, there is no person being explicitly
responsible for human resource issues as restrictive budget guidelines are to be
adhered to. This is supported by Wild (Interview, 2013, p. 5) who sees this function
as part of every employee’s job. For Paul (Interview, 2013, p. 9), it is vital to have
a person one can talk to about delicate issues. Ideally, this is not the top manager
as there might be an inhibition threshold to discuss certain issues. Only if the
Elisabeth Pammer 40

company is big enough, this role is taken over by an extra person. Meier (Interview,
2013, p. 9) explains that human resource management is taken care of by
top management positions. This is also true for Peterlik’s (Interview, 2013, p. 7)
agency where this function is centralised in Nürnberg.
4.4.3 Support and Professional Help
Apart from company-internal measures, external professional help might be
considered. Which supportive measures are chosen, depends on the individual
burnout case and cannot be generalized. There is overall agreement that one
should not even arrive at that stage because this would be an indicator for a
negative work climate (Interview Hladky, 2013, p. 8). Thus, coaches are available
to talk about job-related problems and to solve emotional blockades (ibid.).
Nonetheless, professional help is not that common as indicated by Peterlik (Interview,
2013, p. 7).
Human capital is the decisive resource of an event agency which, at the same
time, accounts for the highest expenses of a company. Therefore, budgets are
tight and preventive measures have to be within certain limits to keep costs as low
as possible. However, certain initiatives are implemented. Wild (Interview, 2013, p.
5) states that a physiotherapist regularly visits his agency to massage the
employees and make them feel good. This is to take care of the mental side of
things. Concerning financial support, the Austrian health care system is
well-developed and provides for that.
Elisabeth Pammer 41

5 Conclusions and Recommendations
Events provide the possibility to unite people and share emotions and feelings
which are the essence of life (Ferdinand, & Kitchin, 2012, p. 62). Keeping that in
mind, the central focus shall be on the non-business aspect of event organization
to convey a convincing message. To provide for that, human capital is the most
important resource in the event management field (Goldblatt, 2011, p. 140).
Vigilant staff recruitment highly influences the quality of the event itself and its
legacy (Heitmann, & Roberts, 2010, p. 115). Event agencies often restructure their
organisations in a fast mode to expand the amount of personnel for the event
which is to be decreased again in the aftermath (Raj, Walters, & Rashid, 2009, p.
60). Due to this pulsating nature of the event industry, particular demands are
placed on the companies to retain staff. Apart from that, overall employee turnover
has seen a tremendous growth across numerous business sectors as a result of
the prompt expansion of the global economy (Goldblatt, 2011, p. 140). Therefore,
the event management business faces significant challenges in the field of human
resources. To clarify, it is not merely the organisation that encounters difficulties, it
is specifically the individual employee who has to cope with a fast pace in the
world of events. An event manager is forced to deal with substantial demands
which can drive a person into burnout if not managed properly.
Based on that, the present research analysed the relevance of burnout in the
event management field, which has not been examined so far. The objective was
to investigate whether or not this disorder plays a role in the event industry. In
addition to that, specific reasons for the development of burnout were revealed.
The second major area of investigation focused on human resource management
methods to counter the phenomenon of burnout. These research questions have
been approached by different methods. As a starting point, a literature review has
been conducted to provide an understanding of underlying concepts. This has
been followed by expert interviews with event managers and heads of event
agencies. This investigative approach has revealed considerable results for the
industry.
Elisabeth Pammer 42

As burnout particularly arises in social surroundings, the relevance of this disorder
in the event business is definitely given. There are actual burnout cases to be
denoted. Nonetheless, it is not a topic which is widely discussed as it is very sensitive
and complicated to deal with. Overall, burnout does not occur overnight as a
sudden change but develops in stages. Therefore, certain symptoms are to be
recognized in the run-up to a fully developed burnout. Either the person concerned
stops this negative process from happening, which is rarely the case, or relevant
others in private life or at work take action. Thus, it is partly the event agency’s
failure if a project manager suffers from a job-based burnout. Although a person
cannot escape an honest self-assessment and needs to decide which workload is
still doable, the agency must not dump all responsibility on the employee. In the
end, a fruitful work climate does not allow for a slow and silent destruction of a
person.
The event field delivers diversified reasons for the development of burnout. The
responsibility for the security of event attendees and the coordination of staff are
demanding tasks and can sometimes be a heavy burden. The workforce at events
is diversified and made up of different types of employees which implies management
challenges. The social aspect of event management must not be swept
under the carpet as the industry lives through its people. Constant communication
with clients, staff and suppliers provides for a massive information overload at
times. Therefore, event managers need to define borders of responsiveness. As
mentioned above, each person has to find out about doable workloads but the
event agency has to set borders as well which need to be implemented in the
corporate culture. To draw a line, the extent of an agency’s client commitment has
to be clarified first. Is it necessary to be available 24/7? Is it tolerable to work until
11 p.m. on a daily basis? Event agencies are asked for flexibility and need to
make concessions to their most valued asset: their employees. They need to be
compensated for all their time and effort invested in their work. The aim should be
to have 365 days of quality in life and not merely to have one weekend per year as
an incentive trip for the employees. Budget constraints are definitely given but it is
not asked for major expensive changes in the human resource management
Elisabeth Pammer 43

policy. The success lies in daily activities. For instance, models of flexible working
hours would facilitate an event manager’s life. Many companies still adhere to
fixed hours which is not meaningful. Especially if an event takes place in the
evening, there shall be allowance for a later start of work, for example, at noon.
This does not mean that the company would lose precious time or potential revenue
in the morning. On the contrary, it means that the respective event manager is
more energetic for the event later on in order to deliver a high-quality event
experience. Besides that, the agency shall allow a certain number of work days to
be done as home office, provided that all the necessary infrastructure is available.
In any case, this facilitates the employee’s life as one does not have to travel back
and forth from and to the office which takes time that could be used for working or
relaxation instead. Nonetheless, the amount of work being done at home should
be limited. Otherwise, team spirit might get lost and professional and private
relations to colleagues might suffer from a reduced amount of time being spent
together. Furthermore, private and professional life might be mixed up too much
resulting in vague borders between those two areas of life.
The study has detected some well-working human resource practices, one of
which is a monitoring system. Each employee is asked to take care of the
colleagues. Whenever any unusual behaviour, which might lead to burnout, is
recognized, it shall be reported. It is an effective method which has been
implemented after an actual burnout case has occurred in one of the investigated
agencies. This example excellently shows how management can apply preventive
measures without exceeding budget limits. Regular team meetings are another
example thereof. Since the event management field is a people business, social
relations are of utmost importance. Therefore, bonds within the team need to be
fostered. This is part of corporate culture. To ensure that all employees feel well in
the company by initiatives like the ones mentioned, is doable for any agency, be it
small or large. The head of the agency is an essential role model here. A mission
statement is a beginning but its implementation in daily business is the more
difficult part. If the top manager is constantly available and works overtime every
Elisabeth Pammer 44

single day, the employees probably feel pressured to follow this in order to fulfil the
high expectations. This is related to anger of losing the job.
Those who work in the event field share the passion for it. It is not an elevated
salary or convenient working conditions that attract people in the first place. Thus,
motivators shall be more on the intangible side. The possibility to participate in
company-relevant decisions, regular feedback and recognition are essential
features. Not necessarily all long-term decisions about the future of the company
need to be discussed with every single employee but, for example, the selection of
new event venues can be done by staff that will work at these prospective locations.
Additionally, recognition by relevant others is sought by the employee.
Otherwise, work becomes meaningless and one starts to question one’s skills and
capabilities. On the whole, it is not required to have costly professional help at
one’s disposal. In order to properly deal with burnout, the focus shall be on its
prevention which can be achieved in a positive and supportive work climate. The
nature of the industry is demanding and stressful which will probably never change
but the company can set general conditions to help its employees face this complex
business environment. An open communication culture and flat hierarchies
are advisable.
The present paper shall serve as a starting point for further research in this field. It
was not intended to develop a model of burnout prevention as this would have
been beyond the scope of this thesis. The main aim was to provide a general
overview by investigating the relevance of burnout in the business and discussing
possible human resource management practices. For further research, it is advisable
to gain a deeper insight into potential measures that event agencies can implement
to successfully counter burnout. Since the present research demonstrates
an exploratory approach, future studies shall analyse the topic using quantitative
methods in order to reveal accurate frequencies of burnout cases. It is crucial to
put the focus on event management companies as specific challenges are
attached to these units.
Elisabeth Pammer 45

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Elisabeth Pammer 51

APPENDICES
Elisabeth Pammer 52

Table of Appendices
Table of Appendices .............................................................................................53
APPENDIX I: Interview Guide Expert Interviews English ......................................54
APPENDIX II: Interview Guide Expert Interviews German....................................56
APPENDIX III: Coding Tree ..................................................................................58
Elisabeth Pammer 53

APPENDIX I: Interview Guide Expert Interviews English
Date: ………………………
Time: Start: ……………… End: ………………
Interviewer: …………………………………………………………………………………
Interviewee: …………………………………………………………………………………
Introduction of the interviewer
Explanation of the project
Informed consent concerning recording
Informed consent concerning the usage of the person’s name
Data will be treated strictly confidentially
A
W A R M - U P
1 Could you please introduce yourself and provide me with a brief
insight into your professional background in the event management
field?
2 Could you please describe a typical working day?
3 “The event business is a people business.”
What do you think about this sentence?
4 Why are events so important in our society? What do events
mean to people?
Warm-up; Questions
about the
interviewee; Role
of HR; Role of
events
B
E V E N T M A N A G E M E N T I N D U S T R Y
B1
General Evaluation of the Industry
1 Many people think that the event management field is a “fun”
business to work in. Is the industry underestimated or not taken
seriously?
2 What differentiates the event industry from other business sectors?
3 Is the event planning business a stressful one?
If yes, why is the profession of organizing events so stressful?
4 Would you say that staff turnover is high?
If yes, what are the reasons?
5 Safety and security of clients is a major issue in the event planning
business. Is the responsibility for other people’s lives too
much of a burden? Please justify your answer.
6 What is the motivation to work in this industry despite all the
stress and responsibility? Where do you get your job satisfaction
from?
7 What qualities should a good event manager possess (e.g. patience,
stress-resistance)?
Analysis of the
event business
which could uncover
potential
reasons for burnout
development;
Motivational issues
Elisabeth Pammer 54

B2
Burnout
1 How would you define burnout?
2 Is burnout a relevant issue in the event management field?
3 What are factors that could cause burnout in the event management
industry?
4 Is it the event agency or the nature of the industry that is responsible
for people falling ill? Please justify your answer.
5 Are there certain traits of character that differentiate people staying
healthy from those falling ill?
Relevance of
burnout in event
management;
Reasons for falling
ill
C
C O M P A N Y
1 In how far does the burnout syndrome play a role in the company?
Have there been cases of burnout in the company?
2 Are there any human resource practices in place to prevent employees
from suffering from burnout?
If there are no preventive measures in place, which steps would
need to be taken to avoid burnout?
3 What working conditions are useful to reduce the probability to
suffer from burnout (e.g. flexible working hours)?
4 Is there a person being particularly responsible for human resource
management issues?
5 Would employees be supported in case of falling ill – mentally or
financially?
6 Does the company cooperate with psychologists and offer professional
help?
Focus on the
company and the
way of handling
burnout
D
C L O S I N G
1 How would you evaluate the future of the event management
industry?
2 “Burnout is a temporary fashion.”
What do you personally think about burnout?
3 Do you suggest any other people I could interview?
4 Are there any other questions you expected me to cover during
this interview?
Future outlook;
Personal opinion
concerning burnout
Thank you very much for the interview!
Elisabeth Pammer 55

APPENDIX II: Interview Guide Expert Interviews German
Datum: ………………………
Zeit: Start: ……………… Ende: ………………
Interviewerin: …………………………………………………………………………………
Interviewter: …………………………………………………………………………………
Vorstellung der Interviewerin
Erklärung des Projekts
Einverständnis bzgl. Aufnahme des Interviews
Einverständnis bzgl. der Verwendung des Namens der interviewten Person
Daten werden vertraulich behandelt
A
W A R M - U P
1 Könnten Sie sich bitte kurz vorstellen und mir einen Einblick in
Ihre professionelle Erfahrung im Event-Management-Bereich
geben?
2 Bitte beschreiben Sie einen typischen Arbeitstag.
3 “The event business is a people business.”
Was denken Sie darüber?
4 Warum sind Events so wichtig in unserer Gesellschaft?
Welche Bedeutung wird ihnen beigemessen?
Warm-up; Fragen
über den Interviewten;
Wichtigkeit
von HR und
Events
B
E V E N T M A N A G E M E N T I N D U S T R Y
B1
Generelle Einschätzung der Industrie
1 Viele Menschen glauben, dass die Event-Industrie ein „Fun“-
Business ist. Wird die Industrie unterschätzt oder nicht ernst
genommen?
2 Was unterscheidet die Event-Industrie von anderen Geschäftsfeldern?
3 Ist das Event-Business stressig?
Wenn ja, warum ist das so?
4 Würden Sie sagen, dass die Mitarbeiterfluktuation in der Industrie
hoch ist? Wenn ja, was sind die Gründe dafür?
5 Die Sicherheit der Klienten und Gäste bei Events zu garantieren,
ist eine wichtige Angelegenheit. Ist die Verantwortung für die
Gesundheit anderer eine zu große Last? Bitte begründen Sie
Ihre Antwort.
6 Warum möchte man in dieser Industrie arbeiten trotz der Menge
an Stress und Verantwortung? Woher nehmen Sie Ihre Arbeitszufriedenheit?
7 Welche Qualitäten sollte ein guter Event-Manager besitzen (z.B.
Geduld)?
Analyse des
Eventfeldes, die
potentielle Gründe
für die Entwicklung
von
Burnout darlegen
könnte; Motivation
Elisabeth Pammer 56

B2
Burnout
1 Wie würden Sie Burnout definieren?
2 Ist Burnout ein relevantes Thema in der Event-Industrie?
3 Welche Faktoren in dieser Industrie könnten Burnout begründen?
4 Ist es die Verantwortung der Event-Agentur oder liegt es in der
Natur der Industrie, dass Personen an Burnout erkranken? Bitte
begründen Sie Ihre Antwort.
5 Gibt es spezielle Charaktereigenschaften, die gesunde von erkrankenden
Personen unterscheiden?
Relevanz von
Burnout in der
Event-Industrie;
Gründe für die
Erkrankung
C
U N T E R N E H M E N
1 Inwieweit spielt Burnout eine Rolle in Ihrem Unternehmen? Gab
es schon Fälle von Burnout?
2 Gibt es gewisse Human-Resource-Maßnahmen, die präventiv
gegen Burnout wirken?
Wenn nicht, welche Schritte wären nötig, um Burnout zu vermeiden?
3 Welche Arbeitsbedingungen sind nötig, um die Wahrscheinlichkeit,
an Burnout zu erkranken, zu reduzieren (z.B. flexible Arbeitszeiten)?
4 Gibt es einen eigenen Personalverantwortlichen im Unternehmen?
5 Würden Angestellte unterstützt werden im Falle einer Erkrankung
– mental oder finanziell?
6 Kooperiert das Unternehmen mit Psychologen bzw. wird professionelle
Hilfe angeboten?
Fokus auf das
Unternehmen
und die Art, mit
Burnout umzugehen
D
S C H L U S S
1 Wie schätzen Sie die Zukunft der Event-Management-Industrie
ein?
2 “Burnout ist eine vorübergehende Modeerscheinung.”
Was denken Sie persönlich über Burnout?
3 Würden Sie noch andere Personen vorschlagen, die ich interviewen
könnte?
4 Hätten Sie noch andere Fragen erwartet, die ich nicht gestellt
habe?
Perspektiven;
Persönliche Meinung
bzgl. Burnout
Vielen Dank für das Interview!
Elisabeth Pammer 57

APPENDIX III: Coding Tree
Source: Author’s chart (2013)
Elisabeth Pammer 58