Abstract
Healthcare organizations are commonly known to be high-stress environments due to the life-or-death nature of the work. Thus, examining the quality of life in healthcare professionals is of significance to the field. Quality of life is a common measurement in healthcare, typically in determining the effectiveness of treatment on patients. But, quality of life in healthcare workers is often overlooked. A review of the literature was conducted regarding factors that impact quality of life of workers in healthcare environments. The areas of occupational stress, burnout, and workplace violence were explored in depth in order to understand the potential negative consequences of each on quality of life in healthcare professionals. In comparison to other industries, healthcare professionals are at an increased risk for occupational stress, burnout, and workplace violence. Effectively managing these areas could have a positive impact on quality of life in healthcare workers.
TopBackground
The Institute for Healthcare Improvement (IHI) introduced the Triple Aim- enhancing patient experience, improving population health, and reducing costs- as the model for optimizing performance in the health system (Berwick, Nolan, & Whittington, 2008). Recently, there has been increased interest in changing the Triple Aim to a Quadruple Aim, thereby addressing the goal of improving the life of healthcare professionals (Bodenheimer & Sinsky, 2014). This push for a change even further highlights the significance and timeliness of exploring the negative consequences that affect quality of life in healthcare professionals.
Often healthcare professionals find it difficult to seek help for their health problems for a variety of reasons, such as workload and the fear of stigma and adverse effects on their career (Brooks, Gerada, & Chalder, 2016). Particular types of healthcare professionals are even more susceptible to negative consequences that impact quality of life. For example, healthcare professionals working in an Intensive Care Unit (ICU) are at higher risk of stress, burnout, and anxiety (Vandevala, Pavey, Chelidoni, Change, Creagh-Brown, & Cox, 2017). Workplace violence is also an area of concern.
Healthcare managers have a pivotal role in healthcare organizations as they set the professional standard, oversee quality and training, and serve as role models (Maza, Shecter, Eizenberg, Segev, & Flugelman, 2016). According to the World Health Organization (WHO), “a healthy workplace is one in which workers and managers collaborate to use a continual improvement process to protect and promote the health, safety, and well-being of all workers and the sustainability of the workplace” (Burton, 2010). Thus, implications for how managers can assist in reducing stress, burnout, and workplace violence, and enhance employee well-being, will be explored.
Key Terms in this Chapter
Anxiety: A feeling of worry or fear that is associated with nervousness and restlessness.
Well-Being: The overall physical, mental, and social wellness of a person.
Workplace Violence: Verbal or physical threats against a person in a workplace.
Stress: Physical, mental, or emotional tension caused by a situation.
Quality of Life: The overall well-being of an individual in terms of things such as physical health, life satisfaction, and job satisfaction.
Burnout: A state of physical or emotional exhaustion that is typically the result of stress.
Occupational Stress: Stress that is particularly related to a person’s job.