Effects of Work-Related Stressors and Work Engagement on Work Stress: Healthcare Managers' Perspective

Abstract

This study identified the effects of Work-Related Stressors (WRSs) and Work Engagement (WE) on managers’ Work Stress (WS). Data were collected from 109 healthcare managers (HMs) from public and private hospitals in İzmir, Turkey, using a structured questionnaire. Exploratory factor analyses were carried out to determine the construct validity of the WRS, WE, and WS scales. Two WRS factors were identified, Support and Control (SC), and Responsibility and Relationship (RR), and one factor each for the WE and WS scales. Correlation analyses indicated a significant positive relationship between the WRS factors and a negative relationship between WE and the other variables. Hierarchical regression analyses were conducted to evaluate the effects on WS of HM demographic variables, WRS dimensions, and WE. The first step showed that age and managerial experience affects WS. The second step showed that RR had a significant positive effect on WS, whereas SC had no effect. Additionally, WE significantly decreased WS. Implications for Central European audience: The findings suggest that HMs can reduce WS by focusing on RR. In addition, HM willingness, enthusiasm, physical and mental fitness, and effort to achieve goals all affect their WS. Thus, HMs’ perceptions of WE may reduce their perceptions of WS. Managers, therefore, need to consider job satisfaction, which is particularly associated with work stress, to increase WE. Managers should consider their needs and expectations both formally and informally by holding regular evaluations to listen to their employees’ voices.