Abstract
Poor work relationships and unmanageable demands on healthcare workers in New South Wales have prompted the industry to trial work design strategies that improve workers’ mental health and wellbeing.
In preparing this report, researchers surveyed 1,300 healthcare and social assistance workers over an 18-month period, to better understand whether SMART (Stimulating, Mastery, Agency, Relational, Tolerable) work design strategies could improve employee job satisfaction, mental health and wellbeing.
The research found 37 per cent of workers reported they did not have enough time to do their work, 40 per cent said their jobs were highly emotionally demanding, 22 per cent reported high work-related burnout, and 24 per cent said they don’t spend enough time with their family.
The report also outlines how younger workers (aged 16 to 24) were more likely to experience higher rates of poor mental health compared to all other age groups, while permanent full-time employees experienced the highest level of work demands compared to casual workers.
In preparing this report, researchers surveyed 1,300 healthcare and social assistance workers over an 18-month period, to better understand whether SMART (Stimulating, Mastery, Agency, Relational, Tolerable) work design strategies could improve employee job satisfaction, mental health and wellbeing.
The research found 37 per cent of workers reported they did not have enough time to do their work, 40 per cent said their jobs were highly emotionally demanding, 22 per cent reported high work-related burnout, and 24 per cent said they don’t spend enough time with their family.
The report also outlines how younger workers (aged 16 to 24) were more likely to experience higher rates of poor mental health compared to all other age groups, while permanent full-time employees experienced the highest level of work demands compared to casual workers.
| Original language | English |
|---|---|
| Publication status | Published - Jul 2023 |
| Externally published | Yes |
