Suffering at work is a destabilizing psychological experience arising when employees run into insuperable and tenacious barriers, after having used up all their available resources trying to improve a situation, looking for well-being in the workplace, or a better organization of work with regards to quality and safety. Nowadays different factors could negatively affect the working experience. For instance, and even considering that the implementation of teleworking could be a security practice to face the crisis resulting from the Covid-19 pandemic, the increasing use of technology may have led to the worsening of technostress among workers. In the same line, the current organizational downsizing processes are also causing suffering, as it has been evidenced in managers' mental health, employees' job insecurity, or affective disorders of employees such as depression or anxiety.
Researchers are becoming increasingly interested in understanding suffering at work and practitioners are conscious about the organizational problems associated. Employees who are suffering at work can lead to lower productivity, negative deviant behaviors, lost workdays, and a higher turnover of staff. Managers, supervisors, or employers could help lower workplace suffering. New trends in Human Resources Management (HRM) contribute to combat suffering such as responsible job designs or mindfulness, but there is a lack of evidence regarding how to manage suffering.
To fill the gap, this Research Topic is focused on managing and mitigating suffering at work in organizations. We wonder what could be done and what are the recent advances on the topic.
We welcome manuscripts focusing on, but not limited to, to the following themes:
• Anxiety at work
• Burnout
• Deviant behaviors
• Fear of missing out
• Job (un)satisfaction
• Labour (in)flexibility
• Mental health / Mindfulness
• Moral (dis)engagement
• New business models and forms of employment
• Organizational restructuring and downsizing
• Organizations’ change capacity
• Precarious employment
• Psychosocial risk and protective factors at work
• Responsible job designs
• Subjective Well-being
• Suffering at work
• Sustainable and healthy work environment
• Techno-stress
• The psychological contract / Trust in organizations
• Well-being at work
• Work engagement
• Workers' values and job involvement
• Work-life balance / Work-related stress
Suffering at work is a destabilizing psychological experience arising when employees run into insuperable and tenacious barriers, after having used up all their available resources trying to improve a situation, looking for well-being in the workplace, or a better organization of work with regards to quality and safety. Nowadays different factors could negatively affect the working experience. For instance, and even considering that the implementation of teleworking could be a security practice to face the crisis resulting from the Covid-19 pandemic, the increasing use of technology may have led to the worsening of technostress among workers. In the same line, the current organizational downsizing processes are also causing suffering, as it has been evidenced in managers' mental health, employees' job insecurity, or affective disorders of employees such as depression or anxiety.
Researchers are becoming increasingly interested in understanding suffering at work and practitioners are conscious about the organizational problems associated. Employees who are suffering at work can lead to lower productivity, negative deviant behaviors, lost workdays, and a higher turnover of staff. Managers, supervisors, or employers could help lower workplace suffering. New trends in Human Resources Management (HRM) contribute to combat suffering such as responsible job designs or mindfulness, but there is a lack of evidence regarding how to manage suffering.
To fill the gap, this Research Topic is focused on managing and mitigating suffering at work in organizations. We wonder what could be done and what are the recent advances on the topic.
We welcome manuscripts focusing on, but not limited to, to the following themes:
• Anxiety at work
• Burnout
• Deviant behaviors
• Fear of missing out
• Job (un)satisfaction
• Labour (in)flexibility
• Mental health / Mindfulness
• Moral (dis)engagement
• New business models and forms of employment
• Organizational restructuring and downsizing
• Organizations’ change capacity
• Precarious employment
• Psychosocial risk and protective factors at work
• Responsible job designs
• Subjective Well-being
• Suffering at work
• Sustainable and healthy work environment
• Techno-stress
• The psychological contract / Trust in organizations
• Well-being at work
• Work engagement
• Workers' values and job involvement
• Work-life balance / Work-related stress
