Jul 2026· Journal of human resource & leadership· Vol 11, pp. 64-89· 0 citations· 10 references
TL;DR
The study revealed the beneficial effects of AI on employee welfare in terms of productivity, reduction of unnecessary work, enhancement of flexibility in the workplace and employee satisfaction, but problems related to employment insecurity, surveillance, loss of privacy, loss of autonomy and continuous adaption to new technologies cannot be underestimated.
Abstract
Purpose: This paper discusses the impact of AI-based technologies on the workplace in terms of well-being and mental health. The paper will also involve the discussion of the possibilities and challenges of using AI, namely in the framework of the automation of jobs powered by AI, workplace surveillance, mental health support offered by AI, and the introduction of organizational support.
Methodology: A sequential mixed method was employed to be explained in an explanatory manner. Quantitative data on 100 employees of the organizations which use AI technologies and qualitative data on the same issue were collected with the help of the survey method and semi-structured interviews respectively. The outcomes were summarized, synthesized to derive conclusions and a better understanding of what employees can do with AI-powered tools.
Findings: The study revealed the beneficial effects of AI on employee welfare in terms of productivity, reduction of unnecessary work, enhancement of flexibility in the workplace and employee satisfaction. However, problems related to employment insecurity, surveillance, loss of privacy, loss of autonomy and continuous adaption to new technologies cannot be underestimated. The findings as well revealed that the organizational environment is a fundamental component in determining the positive experiences of AI technologies among the workers, by way of excellent organizational support, training initiatives, and furnishing entry to psychological support systems.
Unique Contribution to Theory, Practice, and Policy: It is appreciated and highly acknowledged as providing extended JD-R Theory and TAM theories, which continues the insights into AI and employee well-being. In order to restrain any negative outcomes, organisations need to adopt human-focused strategies towards AI, improve employee training, establish ethical governance of AI, and offer mental health assistance to employees. It provides practical recommendations to organizations and human resources and policy advice on how AI can be used ethically, protect the employees and develop their workforce.
The increasing participation of Generation Z in the workforce has raised concerns regarding the influence of workplace well-being and mental health on employee performance in modern organizations. This study analyzed the relationship between workplace well-being, mental health, and the performance of Generation Z employees through a systematic review of the academic literature for the period 2019–2026. Using the Systematic Literature Review (SLR) method, this study examined and synthesized relevant scholarly publications to identify key patterns, relationships, and research gaps. The results showed that mental health has a significant positive impact on performance, which is mediated by factors of work-life balance, employee attachment, and psychological security under organizational support. Despite this, a paradoxical phenomenon was discovered in which happiness is not always directly proportional to productivity. Current research gaps indicate the need for further deepening of technology and the integration of these three main variables into a Special Research model for Generation Z. As a practical implication, organizations must adopt flexible Human Resource strategies and inclusive leadership to create a work ecosystem that supports mental health while optimizing employee performance sustainably and comprehensively in the future.
Elfa Fitria Anabila, Sophia Insan Kamila Armunanto, A. Yuniawan et al.· Jurnal Ilmiah Manajemen Kesa...· 0 citations
Purpose: The study examined the role of employee mental well-being in enhancing work engagement and task performance among public sector healthcare workers in Zambia. Drawing on the Job Demands–Resources (JD-R) Theory, the study proposed that employee mental well-being promotes work engagement, which subsequently enhances task performance. It further assessed whether mental well-being and work engagement significantly predict employee task performance.
Methodology: A quantitative cross-sectional survey design was employed using a sample of 120 healthcare workers from Chibombo District selected through simple random sampling. Data were collected using the Warwick–Edinburgh Mental Well-being Scale, the Utrecht Work Engagement Scale (UWES-9), and the Individual Work Performance Scale. The instruments demonstrated satisfactory reliability (α = .92, .90, and .88, respectively). Data was analyzed using SPSS Version 27 through descriptive statistics, Pearson correlation, and multiple regression analyses.
Findings: The findings revealed significant positive relationships between employee mental well-being and work engagement (r = .893, p < .01), mental well-being and task performance (r = .842, p < .01), and work engagement and task performance (r = .882, p < .01). Regression analysis further showed that employee mental well-being (β = .270, p < .05) and work engagement (β = .641, p < .001) significantly predicted task performance, jointly explaining 79.2% of its variance (R² = .792). Work engagement emerged as the strongest predictor of employee task performance.
Unique Contribution to Theory, Policy and Practice: The study extends the application of the Job Demands–Resources (JD-R) Theory within the Zambian public healthcare context by demonstrating that employee mental well-being is a key psychological resource that enhances work engagement and task performance. The findings provide empirical evidence to inform organizational policies aimed at strengthening employee well-being, psychosocial support, and work engagement programmes to improve employee productivity, service delivery, and organizational effectiveness in Zambia's public health sector.
Lungowe Chindele, Chilayi Mayondi, Victor Chikampa et al.· International journal of hum...· 0 citations
Abstract: Artificial intelligence (AI) is transforming the nature of work, the skills needed, and the way organisations are managed, but its connections with employee well-being are not consistent and are specific to the context. This cross-sectional comparative study explored the relationships between workplace AI use, formal organisational adoption, workplace transformation, employee well-being, and job satisfaction among employees in manufacturing and knowledge-intensive service industries in Germany. The analytic sample consisted of 1208 workers, of which 603 were manufacturing and 605 were knowledge-intensive service workers. Results indicated that the greater the use intensity of AI, the more positive the relationships between AI use and employee well-being and job satisfaction. Job intensity and job insecurity and algorithmic monitoring, on the other hand, were negatively associated with both outcomes. Implementation-quality and psychosocial workplace conditions were studied: training adequacy, employee participation, transparency and job autonomy. The positive relationship between the intensity of AI use and well-being was more pronounced for knowledge-intensive service workers compared to manufacturing workers, while the sector interaction for job satisfaction was not statistically precise. The results indicate that AI in the workplace is not a purely technological solution, but a sociotechnical phenomenon. Its impact is influenced by the design of work, the quality of implementation, employee involvement and organisational governance. The study adds to the discussion on AI, work and well-being, by highlighting that AI can have a positive impact on employment outcomes when implemented in an organisation that is transparent, participatory and autonomy supporting, but also that poorly governed AI can exacerbate psychosocial risks.
This article examines the Effectiveness of mental health support in the workplace, highlighting
its impact on employee well-being, productivity, and organizational performance. The study aims
to contribute to the existing body of knowledge in human resource management by analyzing the
benefits of mental health support and identifying effective strategies for implementation. The
study adopted the Job Demands-Resources (JD-R) Model, a psychological theory, and Social
Support Theory to explain that organizations can create a healthier work environment by
balancing job demands and resources. Findings show factors such as Poor Working Conditions,
Stress and Anxiety, Workplace Bullying and Harassment, Job Insecurity, Stress and Anxiety,
Poor Communication, etc. can contribute to mental health issues. The strategies include
Employee assistance programs (EAPs), Mental health training, Managerial support, Flexible
Work Arrangements, Reducing Stigma, Monitoring and Evaluation, etc. It is believed that proper
implementation of these strategies will support employees' mental health.
Adekunle- Sofolabo· INTERNATIONAL JOURNAL OF SOC...· 0 citations
In this research, the impact of the excessive working culture on employee's health, especially the impacts of long working hours and workload on employee's physical, psychological and emotional health been examined. In the current competitive business world, the employees in most cases have to work outside the regular working hours in order to meet the organizational objectives. Although it will make them work productively, there is likelihood that they will get stressed, tired, exhausted, feel burnt out, less satisfied with the jobs and have a poor work-life balance. The study will adopt a descriptive research design and use primary as well as secondary data in its study. In collecting the primary data, I am going to use a structured questionnaire that will be filled by the 100 employees. The questions will be answered on a 5-point Likert scale. On the other hand, the secondary data will be collected from research journals, books, company reports, government publications and any other published sources. The collected data will be analyzed using percentage analysis, correlation, regression and chi square tests. The results of this study indicate that the majority of employees usually work long hours and suffer from physical tiredness, headache, eye strain, emotional exhaustion, stress, anxiety, lack of concentration and difficulty in maintaining a good work-life balance. Statistical analysis indicates a strong positive relationship between the long working hours and employee's health. In conclusion, this study suggests that organizations should consider the well-being of employees by implementing flexible work schedules, employee wellness programs, stress management programs, taking rest breaks and promoting work-life balance. This would improve the health of employees, increase their job satisfaction, boost the productivity, reduce absenteeism and foster the growth of organization.
Hari Shankaran.S, V.Vardhini· International Journal of Lat...· 0 citations
This report examines current knowledge on organizational intervention programs and strategies aimed at mental health (stress) in the workplace. Specifically, the three objectives of this report are to:
Present a framework that meaningfully captures and explains the types of organizational intervention methods
Review existing research evidence of the effectiveness and efficiency of these organizational interventions
Propose some potential applications and areas in need of research or attention for Quebec organizationsm
Method: In order to address the objectives, an extensive literature review using nine search engines (e.g., PsychInfo, Medline) and dozens of key terms was conducted. We also contacted researchers and examined key reports from relevant agencies (e.g., NIOSH; WHO). The main goal of this search was to uncover any papers, articles or reports since 1980 that refer to studies conducted on stress or mental health intervention in the workplace, any reviews of such studies and any conceptual or theoretical papers reflecting on the topic. We found few rigorous intervention studies; which agrees with recently conducted reviews by other research teams worldwide. However, a growing literature on the topic provided a rich base to address the three objectives.
Objective 1: We identified two types of frameworks to classify interventions: process models and content models. Process models explain the intervention process or strategy. These models communicate the “do’s” and “don’ts” or blueprints of interventions ranging from the early stages of diagnosing the stressors in the workplace, through conducting changes and evaluating the results. We find them to be potentially useful in helping organizations follow critical issues as interventions unfold. Content models or taxonomies on the other hand are more concerned with the elements of the job, person or organization that need to change to address the problem of stress. These taxonomies use features that characterize the intervention such as the popular primary, secondary and tertiary classification of interventions. They are useful for listing any number of intervention strategies found in organizations (e.g., EAPs, Job design) but are seriously lacking in their ability to help organizations chose which type of intervention best deals with identified problems.
To better guide research and interventions, we propose an evidence-based framework as a hybrid model. Evidence-based practices or interventions are quickly gaining momentum in numerous medical and social fields. Put simply, they prescribe interventions based on evidence. Such requires a clear explanation and evidence of the sources of stress (i.e. stressors) and their consequences (i.e., stress and strain) so as to then propose and evaluate interventions that are expected to deal with the problem in its entirety. Within stress context, the framework communicates for each organizational stressor the evidence that exist for interventions relating to it as a source of stress. It is an improvement over the content models that simply list intervention methods with little to no reference to the stressors or stress symptoms it intends to address, and it requires that we take account of the strength of existing evidence.
Objective 2: In concordance with other reviewers, our search turned up limited rigorous studies that evaluate organizational interventions. Some conclusions are possible. If we bunch interventions into a “broad” grouping, the limited research does suggest success for “Sociotechnical” interventions. Interventions of this type center on objective changes in the work environment which include elements related to job design in most instances. So changes in workload and schedules, for instances, seem to have important effects on well-being and performance (Rick et al., 2002). Evidence is mixed for psychosocial types of interventions. These are “approaches to stress reduction intended to change employees’ perceptions of the work environment through strategies such as increasing participation, communication and social support, reducing role ambiguity and conflict, and enhancing control over work tasks” (Parkes and Sparkes, 1998; p.3). Our opinion is that there is too little research to form firm conclusions. This is particularly true if we follow an evidence-based approach wherein the literature needs to be considered for each stressor. We warn that the lack of evidence is in no way indicative that interventions do not work, but rather points to the need for more research given that promising results have emerged in our search.
Objective 3: Several recommendations are made in the report that relate to [i] the research needed, [ii] concerns about study measurement and design, [iii] practical consideration for organizations, and [iv] issues to enhance research excellence.
Résumé
Ce rapport fait le point sur l’état des connaissances dans le domaine des programmes et des stratégies d’intervention organisationnelle touchant la santé psychologique (stress) en milieu de travail. Les trois objectifs spécifiques de ce rapport sont les suivants :
Présenter un cadre de référence rassemblant et décrivant, dans une typologie signifiante, les méthodes d’intervention organisationnelle
Examiner la documentation évaluant l’efficacité et l’efficience de ces interventions organisationnelles
Proposer quelques domaines d’application futurs ainsi que les champs où des recherches plus approfondies et une attention particulière seraient souhaitables pour les organisations au Québec
Méthodologie : Pour atteindre ces objectifs, nous avons effectué une vaste recherche documentaire, utilisant neuf moteurs de recherche (p. ex. : PsychInfo, Medline) et de nombreux termes-clés. Nous avons aussi communiqué avec des chercheurs et examiné des rapports marquants provenant d’organismes pertinents (p. ex. : l’Organisation mondiale de la santé [OMS] et l’Institut américain pour la santé et l’hygiène professionnelles [NIOSH]). Le but de cette démarche était de recenser tout article, communication ou rapport publié depuis 1980 en lien avec l’étude des interventions ciblant le stress ou la santé psychologique en milieu de travail. Nous recherchions aussi toute évaluation de telles études, ou encore toute recherche théorique ou conceptuelle sur la question. Notre recherche a révélé peu d’études rigoureuses traitant du sujet sous l’angle de l’intervention. Ce résultat est similaire à celui que d’autres groupes de recherche à travers le monde avaient obtenu lors de leur propre recherche documentaire. Néanmoins, une documentation de plus en plus abondante sur le sujet a fourni la matière première nous permettant de nous attaquer à nos objectifs.
Premier objectif : Nous avons identifié deux types de cadres de référence répertoriant les interventions : le modèle axé sur le processus et celui axé sur le contenu. Le premier s’intéresse à la stratégie des interventions, à leur processus. On y communique ce qu’il faut faire et ne pas faire, de même que des plans d’intervention, à partir de l’étape préliminaire du diagnostic des sources de stress en milieu de travail jusqu'à l’instauration des changements et l’évaluation des résultats. Nous croyons que ce modèle peut être utile aux organisations en leur permettant d’assurer un suivi des aspects critiques de leur intervention à mesure que celle-ci progresse. D’autre part, le modèle axé sur le contenu, ou modèle taxinomique, s’intéresse plus particulièrement aux éléments du poste de travail, de la personne ou de l’organisation qui doivent changer afin d’intervenir sur le problème du stress. Cette taxinomie procède par caractérisation de l’intervention, à l’instar de la populaire classification primaire, secondaire et tertiaire des interventions. Ce modèle est utile à la classification des stratégies d’intervention rencontrées dans les organisations (p. ex. : PAE, conception des tâches), mais n’est d’aucune utilité pour soutenir une organisation dans le choix de l’intervention la plus appropriée pour s’attaquer à un problème donné.
Afin de mieux guider la recherche et les interventions, nous proposons un modèle hybride : un cadre de référence fondé sur des données probantes. Les pratiques ou interventions fondées sur des données probantes (ou factuelles) sont de plus en plus populaires en médecine et en travail social. Il s’agit simplement d’une approche prescrivant des interventions en s’appuyant sur des faits vérifiables. Une telle approche impose l’établissement de preuves quant à la présence des sources de stress (stresseurs) ainsi qu’une description claire de ces sources, des symptômes qui en découlent (stress) et des conséquences de ce stress, de manière à ensuite proposer et évaluer les interventions susceptibles de traiter le problème dans sa globalité. Dans le domaine du stress, ce cadre de référence communique, pour chaque stresseur présent dans l’organisation, les données probantes associées aux interventions, y faisant référence en tant que source de stress. Un tel cadre constitue une amélioration par rapport au modèle axé sur le contenu puisque ce dernier ne fait que classifier les méthodes d’intervention, prenant peu, ou pas du tout, en considération, les sources ou les symptômes de stress sous-jacents. Par ailleurs, l’approche que nous proposons exige de prendre en considération la valeur des données probantes relevées.
Deuxième objectif : À l’instar d’autres revues de littérature, notre recherche a relevé un nombre limité d’études rigoureuses évaluant les interventions organisationnelles. Quoi qu’il en soit, il est possible de tirer des conclusions. Si nous regroupons les interventions selon des critères souples, il apparaît que celles appartenant au type « socio-technique » sont fructueuses. Les interventions de ce type mettent l’accent sur des changements objectifs apportés à l’environnement de travail, plus particulièrement à la conception des tâches. En effet, une modi
S. Harvey, François Courcy, André Petit et al.· 9 citations· ⚡1