University of Phoenix Finds Autonomy Is the Missing Link to Reducing Burnout and Building Workforce Resilience
The University of Phoenix College of Doctoral Studies has released a new white paper that takes a close, data-driven look at why burnout is reaching record levels in the U.S. workforce—and what organizations can realistically do about it. Titled “Reclaiming Control: Autonomy as the Key to Workforce Resilience and Career Optimism,” the paper argues that restoring career autonomy may be one of the most effective ways to reduce burnout, improve motivation, and strengthen long-term organizational resilience.
The white paper is authored by Karen Johnson, Ed.D., a University Research Methodologist at the College of Doctoral Studies and a research methodology group leader in the Center for Educational and Instructional Technology Research (CEITR). Johnson has been part of the University of Phoenix faculty since 2005 and has played a major role in advancing researcher development and academic publication initiatives.
At its core, the paper makes a simple but powerful case: when people feel they have control over their professional future, they cope better with change, adapt more easily, and experience significantly less burnout.
Burnout Is Rising, and Autonomy Is Declining
The white paper draws on data collected over several years from the University of Phoenix Career Optimism Index®, a longitudinal study that tracks how workers feel about their careers, opportunities, and future prospects.
According to the findings highlighted in the paper, the U.S. workforce is facing what Johnson describes as an autonomy crisis. About 21% of workers report that their sense of control over their professional future has declined, while 51% say they are experiencing burnout. This is the highest burnout level recorded since the Career Optimism Index began tracking these trends.
The data shows that burnout is not just about long hours or workload. Instead, it is strongly connected to whether employees believe they can shape their own career paths, grow their skills, and make meaningful decisions about their work.
Why Autonomy Makes Such a Big Difference
One of the most striking findings in the white paper is the gap between workers who feel in control of their careers and those who do not. Employees who report having career autonomy are far less likely to experience burnout—45%, compared to 70% among those who feel little control.
Beyond burnout, autonomy is linked to several other positive outcomes. Workers who feel empowered report higher motivation, greater adaptability, and stronger career optimism. They are also more likely to see change as an opportunity rather than a threat.
The paper frames these findings using Conservation of Resources theory, a well-established psychological framework that explains how people respond to stress. According to this theory, individuals experience stress when they lose valuable resources—or when they feel those resources are under threat. In a work context, autonomy, skills, and career mobility function as key resources. When those resources shrink, stress and burnout increase. When they expand, resilience grows.
Skill-Building as a Path to Regaining Control
A major theme in the white paper is the role of continuous skill development in restoring autonomy. Johnson’s research suggests that access to targeted upskilling and reskilling opportunities gives workers a clearer sense of direction and control, even in uncertain economic or technological environments.
Rather than viewing skill-building as a perk or optional benefit, the paper argues that it should be treated as a core resilience strategy. Workers who are actively learning feel better equipped to navigate job changes, internal role shifts, and evolving industry demands. This sense of preparedness directly feeds into lower burnout levels and higher engagement.
How Responsible AI Use Fits Into the Picture
The paper also addresses the growing role of artificial intelligence in the workplace, positioning it as both a challenge and an opportunity. When AI is introduced without training or transparency, it can increase anxiety and erode autonomy. However, when organizations provide responsible AI training and show employees how to use these tools effectively, AI can become a powerful source of empowerment.
Johnson’s analysis suggests that AI, when paired with skill-building initiatives, can help workers regain a sense of agency. Employees who understand how to work with AI tools are more confident in their abilities, more adaptable to change, and less likely to feel left behind by technological shifts.
What Organizations Can Do to Build Autonomy
The white paper outlines several practical steps organizations can take to embed autonomy into everyday work structures. One key recommendation is to prioritize internal mobility. When employees can see clear pathways for growth within their organization, they are more likely to feel invested in their roles and less likely to burn out.
Another recommendation is thoughtful role design. Giving employees more say in how they accomplish their work—rather than strictly dictating processes—can significantly increase their sense of ownership and control. Clear development pathways, regular skill assessments, and access to learning resources also play a crucial role.
Importantly, the paper emphasizes that autonomy does not mean a lack of structure. Instead, it means providing supportive frameworks that allow employees to make informed choices about their careers.
What Workers Can Take Away From the Research
While much of the responsibility lies with organizations, the paper also highlights actions employees can take themselves. Actively seeking learning opportunities, building AI literacy, and advocating for development conversations can help workers reclaim some control, even in less flexible environments.
The research reinforces the idea that autonomy is not a personality trait—it is a condition shaped by workplace systems, leadership decisions, and access to resources.
Why Autonomy Matters More Than Ever
The findings arrive at a time when many workers are navigating rapid technological change, shifting job expectations, and lingering post-pandemic stress. The white paper makes it clear that resilience is not just about endurance. It is about equipping people with the tools, choices, and confidence they need to thrive.
By linking autonomy directly to measurable outcomes like burnout, motivation, and adaptability, the University of Phoenix research adds valuable clarity to conversations around workforce well-being. It suggests that organizations looking to reduce burnout should move beyond surface-level fixes and focus instead on restoring meaningful control to their employees.
Research Reference
University of Phoenix College of Doctoral Studies – Reclaiming Control: Autonomy as the Key to Workforce Resilience and Career Optimism
https://www.phoenix.edu/press-release/reclaiming-control-autonomy-workforce-resilience.html
