PSYCHOSOCIAL FACTORS AT WORK AND THEIR IMPACT ON HEALTH

Abstract

This study examines psychosocial factors in the workplace and their impact on employee health, focusing on a comparative analysis between university lecturers and top-level managers . The research employs a mixed-methods approach, combining quantitative surveys using the standardized Copenhagen Psychosocial Questionnaire (COPSOQ) with qualitative in-depth interviews to provide comprehensive insights into workplace stressors and coping mechanisms . The theoretical foundation is grounded in the Job Demands-Resources (JD-R) model, which distinguishes between job demands (stressors) and job resources (supportive factors) . The study explores both salutogenic factors that promote health – such as job autonomy, social support, and work meaningfulness – and psychosocial stressors including work overload, time pressure, and role conflicts . The quantitative component involved surveying 50 university lecturers and 30 top-level managers using COPSOQ, while the qualitative phase consisted of 20 in-depth semi-structured interviews . The research was conducted at University XYZ during organizational restructuring, providing unique insights into workplace adaptation processes . Key findings reveal distinct stressors for each group. University lecturers face chronic overload with an average of 50 hours per week, intense publication pressure (85% of respondents), and constant need for professional development (73% spend 10 hours weekly on learning) . Top-level managers experience stress from strategic decision-making responsibilities (92% report high stress levels), managing complex problems in rapidly changing environments (85% face difficulties), and continuous innovation pressure (88% feel strong pressure) . Alarmingly, 53.2% of lecturers report experiencing long-term stress that may lead to burnout, with only 16% showing no burnout symptoms . Both groups demonstrate high stress levels but from different sources – lecturers suffer from chronic overload leading to burnout, while managers face acute stress from crisis situations . The study identifies effective coping strategies: lecturers benefit from time management, task delegation, and social support networks, while managers employ mindfulness practices, coaching, and emotional intelligence development. The research emphasizes the need for targeted interventions including reducing administrative burdens, strengthening employee autonomy, and implementing comprehensive mental health programs.