Burnout has been defined as the occurrence of three simultaneous experiences, heightened emotional exhaustion, increased depersonalization, and lowered personal accomplishment. The purpose of the study was to examine how emotional exhaustion was related to specific work-related variables amongst psychiatry staff working within an academic medical center. It was hypothesized that workload would have the strongest association with emotional exhaustion scores compared to other work-related factors. Staff (n = 114) responded to a departmental wellness survey. Bivariate correlations and mean comparisons were conducted to explore significant associations between work-related variables as measured by the Areas of Worklife Survey (AWS) and the emotional exhaustion subscale of the Maslach Burnout Inventory (MBI). Multiple linear regression analyses were conducted to determine which work-related variables were most strongly associated with emotional exhaustion. Age was included as an important covariate in regression analyses given the demonstrated strong inverse relationship with emotional exhaustion from previous literature. The final adjusted multiple regression model revealed that workload and value alignment, along with age, were associated with emotional exhaustion scores. Recommendations on how to support and educate younger psychiatry staff, reduce the burden of workload, and the importance of having institutional values match staff values are discussed.

Occupational stress leads to feelings of fear, excitement, danger, or anger. Its’ impact extends to employee performance, subsequently diminishing the effectiveness of both individual employees and the organization as a whole. This study aimed to investigate the relationship between occupational stress and job performance of healthcare workers in the primary health care (PHC). This cross-sectional study was carried out among PHC healthcare workers in Hamadan, Iran, in 2023. Using the convenience sampling method, 403 participants were involved. The tools used to collect data included the demographic information form, Occupational Stress, and Job Performance Questionnaires. Data analysis was conducted using SPSS26 software, by One-way ANOVA, independent T-test, Pearson’s correlation, and Multiple linear regression analysis. A total of 51.9% of healthcare workers experienced low occupational stress. Remarkably, 97% of healthcare workers had better job performance. A significant negative correlation emerged between the total scores of occupational stress and job performances (r = −0.339, p < 0.001). Moreover, the variables of gender, work experience, and type of employment exhibited statistically significant relationships with job performance (p < 0.05). To mitigate the risk of occupational stress, it is recommended to improve the working environment including implementing changes in physical working conditions, establishing job security measures, and introducing training programs effectively.

General recommendations for the risk assessment of mental stress often fail to take into account well-founded sector-specific demands and resources. The purpose of the present study was to analyze and identify the common and specific job demands and resources of funeral service professionals (FSP). Data were collected through a self-report questionnaire involving FSP (N = 539) from funeral agencies in Germany. Quantitative analyses using multiple linear regressions were conducted for employees and entrepreneurs. On-call work (β = .11–.13), skill discretion (β = −0.11– −0.17), psychological work demands (β = .21–.34), social climate (β = −0.15– −0.22), surface acting (β = .17–.23), and a traumatic event in the past (β = .10–.17) were found to be significant predictors of strain outcomes amongst FSP. Entrepreneurial uncertainty and staff shortages were additionally found to be incremental predictors of strain outcomes amongst entrepreneurs (ΔR 2 = .10–.16). The results of the study yielded various industry-specific starting points for prevention measures. In particular, adjusting demands and finding ways of dealing with traumatic events are useful approaches for maintaining the mental health of FSP.

Work-nonwork balance remains a consistently pertinent topic due to its beneficial impact on both employees and employers. We provide evidence that work-nonwork balance is not just an organizational issue but is partly determined by personality. Nevertheless, the organizational context plays a pivotal role in implementing and firmly anchoring interventions. This study investigates the negative relationship of neuroticism and work-nonwork balance and the extent to which self-efficacy, as a personal cognitive resource, mediates this relationship. To examine this relationship, we conducted a quantitative online survey involving 190 employed adults from various organizations in Germany. We assessed the constructs of work-nonwork balance, neuroticism, and self-efficacy. Using regression analysis and mediation analysis, we demonstrate that neuroticism has a significantly negative impact on work-nonwork balance, and this relationship is partially mediated by self-efficacy. This article discusses the study’s limitations, such as its cross-sectional nature, and offers theoretical and practical implications regarding the development, maintenance, and improvement of individual self-efficacy.

This article explored variables and predictors of academic nursing leaders’ humble leadership and nursing faculty members’ psychological safety. Humble leadership and psychological safety are underexplored in nursing research, particularly within academic settings. An online survey using a convenience snowball sample of 90 academic faculty was utilized. The faculty rated the academic nursing leaders’ humble leadership highly. General Linear Modeling (GLM) was employed to identify predictors, revealing that humble leadership significantly predicted psychological safety (B = 0.144, p = 0.006). Training programs are needed to develop academic nursing leaders’ humble leadership. Workplace boundaries and conducive academic work environments should be promoted. The findings have practical implications for leadership development and workplace behavioral health, emphasizing the need for psychologically safe environments that support faculty well-being and performance.

Working conditions strongly impact workers’ well-being and life satisfaction and several studies have shown that the enhancement of positive resources is possible through on-line career counseling and coaching interventions based on positive psychology. The study compared an experimental group of participants (n = 20; aged between 25 and 65 years, M = 46.75; SD = 10.68) who underwent an online training aimed at enhancing positive psychological resources with a control group (n = 20; aged between 32 and 70 years, M = 46.65; SD = 10.39). The goal was to boost specific positive resources beneficial within organizational contexts. Data were analyzed using mixed-effects ANOVA. Results showed that after the training, the experimental group exhibited higher levels of risk intelligence, courage, self-efficacy, personal relationships, perceptions of decent work, and life satisfaction. Our findings confirm that positive psychological coaching is advantageous for both individuals and organizations, as it increases work-related well-being and outcomes.

Poor mental wellbeing in the workplace has been subject to extensive research. There is a need to better understand the effectiveness of novel approaches such as virtual lifestyle assessments to improve employee mental wellbeing, which is the focus of this study. A co-produced novel workplace virtual lifestyle assessment (VLA) was developed to support the needs of the workforce during the COVID-19 pandemic. Changes in mental wellbeing using validated outcome measurement tools were observed. These were the Short Warwick-Edinburgh Mental Wellbeing Scale (SWEMWBS), Patient Health Questionnaire-2 for depression (PHQ-2) and Generalised Anxiety Disorder Scale-2 (GAD-2). Individual SWEMWBS scores were used to calculate Social Return on Investment. A total of 318 people participated between May 2020 and January 2023. Adults receiving a VLA experienced improved mental wellbeing, which resulted in an SROI ranging from £6.55 to £16.13 per pound invested. This novel health promotion approach could provide a cost-effective way of improving wellbeing outcomes of those in employment with distributed workplace and home working across rural and urban areas. Further research and more complex longitudinal modelling are required to overcome the limitations of this study and better understand the benefits of this workplace intervention.

Employee perceived threat of technological disruption (PTTD) -the extent to which employees believe their current jobs are threatened by Smart Technology, Artificial Intelligence, Robotics, and Algorithms (STARA)- has been established in the literature as a contributor to psychological distress (PD). However, no research has examined how individual characteristics shape this relationship. To address this gap, this quantitative study draws on Conservation of Resources Theory, Challenge-Hindrance Stressor framework, Job Demands-Resources model, and Socioemotional Selectivity Theory to investigate the relationship between PTTD and PD, as well as the moderating role of age, in the Egyptian context. Data were collected using a structured questionnaire from a cross-sectional snowball sample of 205 full-time employees (females: n = 65; males: n = 140; public sector: n = 124; private sector: n = 81). Hayes PROCESS Macro (Model 1) regression analysis was used to test the hypotheses. The findings revealed a positive relationship between PTTD and PD, and that this relationship weakens with age. These results suggest that younger employees are more psychologically vulnerable to technological disruption, whereas older employees demonstrate greater emotional resilience. This highlights the importance for Egyptian organizations to employ age-tailored HR interventions that support younger employees while leveraging older employees’ emotional resilience in the face of STARA.

In response to the significant societal challenge posed by stress in the workplace, a range of online work-stress management interventions have been developed, with increasing evidence for their efficacy across a range of psychosocial outcomes. This review addresses an emerging trend in work-related stress research by determining what is known from qualitative investigations how workers experience online work-stress management interventions. A scoping review of the published research, informed by the Arksey and O’Malley (2005) and Levac, Colquhoun and O’Brien (2010) frameworks, was undertaken. Twenty-five studies were deemed eligible for inclusion and were reviewed using a descriptive-analytical approach. Analysis of the findings of these studies is presented across four themes. These are the positive features of online work-stress interventions; the barriers to such interventions; the benefits of online work-stress interventions, and improving online work-stress interventions. The findings are discussed with reference to what is known about the experience of undertaking online interventions more generally, recommendations for the delivery of online interventions to workers, and areas of potential further research.

The authors’ goal was to explore what leaders need to do to maintain employee trust during unexpected changes and thereby ensure organizational effectiveness in difficult times. In the study, 223 employees from three large manufacturing companies were asked anonymously and retrospectively about their managers during the organizational changes triggered by COVID-19. The survey method differs from the general, uniform approach of previous research, which relies solely on the managerial perspective. The results show that employees expect leadership to provide clear guidance and to make them feel as important during times of change as they do during “normal” times. In contrast, in unexpected situations, employees place greater value on the right judgment, competence, and professional expertise of their immediate superiors. The authors highlight the need for individual treatment and emphasize the importance of managers’ people management skills, especially when management focuses primarily on tasks and performance indicators, while employees seek psychological security.