ABSTRACT:
Burnout is a work-related syndrome reflecting chronic, inadequately managed occupational stress and is associated with adverse clinician, organizational, and patient outcomes. Evidence from the Gulf region suggests substantial but heterogeneous burnout burden, yet context-specific determinants and recovery processes. We assessed burnout prevalence and determinants among healthcare workers in Abu Dhabi Emirate in the United Arab Emirates and explored perceived organizational drivers and coping processes. We conducted a convergent mixed-methods study within a large semi government health care services network in Abu Dhabi. The quantitative component comprised an anonymized online survey of HCWs providing direct patient care (N = 415). Burnout was measured using the Maslach Burnout Inventory–Human Services Survey (MBI-HSS)). Univariate analyses and multivariable logistic regression identified independent predictors, reported as adjusted odds ratios (aOR). The qualitative component involved purposive sampling of survey respondents for semi-structured interviews (n = 30; 10 physicians, 10 nurses, and 10 allied health professionals). Interviews continued until thematic saturation and were analyzed using reflexive thematic analysis. Overall burnout prevalence was 18.8%. Subscale burden was substantial: 44.8% reported high emotional exhaustion, 25.5% high depersonalization, and 67.7% low personal accomplishment. In adjusted models, burnout was independently associated with age <40 years (aOR 1.76), interpersonal conflict with colleagues (aOR 2.17), and chronic neck pain (aOR 2.24). Qualitative findings identified six themes, workload without recovery, moral/emotional weight of care, recognition and fairness, expanding roles and invisible work, silenced voice and leadership climate, and coping/meaning-making (including faith), clarifying pathways linking early-career vulnerability, relational strain, and musculoskeletal symptoms to burnout. In Abu Dhabi’s public healthcare setting, One in five HCWs met criteria for burnout, with broader subscale burden indicating widespread strain. Integrated findings highlight actionable organizational levers, including protective scheduling, conflict management and psychological safety, leadership development, ergonomic supports, and stigma-sensitive mental health pathways.