'BURNOUT' IS DEFINED AS THE INABILITY TO HANDLE CONTINUED STRESS ON THE JOB, RESULTING IN DEMORALIZATION, FRUSTRATION, AND REDUCED EFFICIENCY. ONE OF THE PRIMARY WARNING SIGNALS OF BURNOUT CAN BE SEEN IN WORKERS WHO EXERT INCREASING AMOUNTS OF EFFORT BUT SEEM TO ACCOMPLISH LESS. VIEWED COLLECTIVELY, SYMPTOMS OF BURNOUT MIGHT BE NOTED AS LOW WORKER MORALE AND HIGH RATES OF ABSENTEEISM AND TURNOVER. STAGES OF BURNOUT INCLUDE THE 'ALARM STATE' (WHEN THE BODY MOBILIZES ITS DEFENSE MECHANISMS TO INCREASE STRIVING, MAINTAIN LEVELS OF ASPIRATION, OR CONTROL RISING INTERNAL CONFLICT) AND THE 'RESISTANT STATE' (IN WHICH THE INDIVIDUAL'S ENERGIES ARE CONSTANTLY EXERTED TO MANAGE STRESS); ALL OF THESE LEAD TO EXHAUSTION, WHICH REPRESENTS A BREAKDOWN IN THE INDIVIDUAL'S ADAPTIVE CAPABILITY. FOR ADMINISTRATORS WISHING TO DEVELOP STRATEGIES FOR REDUCING BURNOUT, THE PAPER IDENTIFIES THE FOLLOWING FACTORS IN THE WORKER'S ENVIRONMENT THAT MIGHT PROVE STRESSFUL: BARRIERS TO THE ATTAINMENT OF GOALS, UNCOMFORTABLE WORKING CONDITIONS, THE NECESSITY OF RECONCILING INCOMPATIBLE, DEMANDS, AND AMBIGUOUS ROLE PRESCRIPTIONS. FOR CASEWORKERS, STRESS MAY ARISE OUT OF DEALING WITH THE INORDINATE AMOUNT OF PAPERWORK, ATTENDING A LARGE NUMBER OF IRRELEVANT MEETINGS AND INABILITY TO FOLLOW A CASE THROUGH TO COMPLETION (DUE TO LARGE CASELOADS) OR TO PROVIDE SUPPORTIVE SERVICES AFTER A CASE IS CLOSED. LACK OF A TANGIBLE INDEX OF SUCCESS FOR USE WITH CLIENTS MAY ALSO BE TO BLAME. PREVENTIVE APPROACHES TO BURNOUT THAT ARE MOST RELEVANT TO THE SUPERVISOR INVOLVE USE OF 'TIME-OUTS' (TIME AWAY FROM THE JOB), SUPERVISORY SUPPORT, PEER GROUP SUPPORT SYSTEMS, AND THE ROTATION OF JOB ASSIGNMENTS. NOTES AND REFERENCES ARE PROVIDED. (WJR)